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Creating a strategic plan, if done right, involves stakeholders and requires time and thoughtful work. It builds consensus around shared goals, provides direction, and hopefully creates excitement. So then why do some nonprofits do nothing with it when finished?
I’ve recently had the good fortune to work on several strategic planning projects, helping clients chart their course for the future. These projects begin with an organizational assessment – collecting stakeholder feedback to identify strengths, weaknesses, opportunities, and threats – and culminate in a road map that defines strategic priorities and the tactics, resources, and accountabilities needed to achieve them.
Earlier this year I was searching for a private space in Raleigh for part one of a strategic planning process. Specifically, I was looking for a room for about a dozen people to engage in part meeting, part team building, including dinner.
I am definitely a planner. I’m the friend that schedules the get-together, makes the restaurant reservation, figures out where to park, reviews the menu prior, and then looks forward to the outing – and, of course, sends text reminders prior. My family gives me a hard time when I book my flight to visit six months ahead of time. My hometown has a small airport and there are plenty of flights. My brothers say, “Six months? That’s cutting it close. We’ll try and move our schedules around for your visit.”
Whether you’re ready to expand your organizational capacity and move forward with purpose, or just want to talk shop, we’d love to connect.
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