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If there's one thing I've learned from working with nonprofits, small business development centers, and government agencies, strategic plans are often thrown away once they're created. While most of my tips for overcoming bottlenecks in the strategic planning process are tailored to nonprofits, strategic planning is important for any type of business. If you are a leader in any field, these recommendations and tips can be applied to your strategy.
If you're a leader and your strategic plans aren't working, maybe it's time to reflect. Chances are the problem is that you don't pay attention to the plan and execution.
I know you're busy Maybe you're writing a grant that's due tomorrow, you're replacing your head of development who suddenly leaves, you're responding to a recent urgent request from the board, you're preparing financial reports for tonight's board meeting. etc. Ah.
But if you're just putting out fires, you're spending no time in the fire safety strategic planning process, and you're missing out on many opportunities to build your organizational capabilities.
I have led strategic planning work with nonprofits for nearly 25 years. I know what works and what doesn't, and the number one reason strategic plans get stuck is that managers don't pay enough attention to executing their strategic plans.
Of course, Covid-19 can derail your plans, and executing them can be insane. But now that we're starting to move to the other side of the pandemic, it's time to update your plans and make sure your leaders are ready to oversee implementation.
If you have a strategic plan for a rollout or upgrade, here are some key ways you and your team can make sure it has the desired impact.
See also: 5 Actionable Strategic Planning Tips to Improve Business Performance
Think of strategic planning as a process, not an event
Too often managers view strategic planning as events or moments. You hear this perspective when they talk about making plans or offering planning retreats abroad, but they don't discuss how those plans will be implemented.
An alternative and far more supportive way of thinking is to view strategic planning as a continuous and never-ending process. Evaluate, plan, execute and repeat year after year. At the same time, you have peace of mind that you are protecting the entire process on behalf of your team and organization.
Strategic planning as a process-oriented approach also sets a good precedent for all the other iterative processes that should be at the core of your organization; Fund development, performance management, board members, volunteers, etc.
Get the championship together
Organizations that are most successful at strategic planning usually have two people overseeing the implementation of the plan. I mentioned the people who planned the "Co-Champions".
Having a champion gives you accountability, a thinking partner, and frankly, makes strategic planning more fun. In addition, organizations are building a deeper talent bank by having two people, not just one, shoulder the burden of strategic planning.
If you don't have a mastery structure for strategic planning, I strongly encourage you to do so.
See also: How to fall in love with strategic planning
Create and communicate planning plans
If you're like me, if something isn't on your schedule, it's not going to happen. So put your strategic planning meetings on the calendar for the whole year.
The meetings that I think are the best are:
- Annual board and staff meetings or retreats to review and update the long-term vision and key strategic issues of your plan
- Review quarterly meetings with your team's key leaders to ensure plans are going according to plan and to celebrate success
- Have key team members meet monthly to review and discuss progress towards goals
All of these appointments can be pre-arranged. When your team members see these meetings and appointments on the calendar, they will develop their confidence in the process and join you.
Related Topic: How to successfully launch any strategic initiative
Measure, measure, measure
You've probably heard the expressions "what is measured gets done" or "you manage what you measure" before. There is a lot of truth in this statement.
I've found that developing a monthly measurement cadence works for most organizations. Measure your goals and proactive metrics monthly and make sure your team knows where they are.
If you need ideas on how best to measure your goals and plan metrics, consider this two-way approach. First, use the traffic light panel to assign a color status to each of your goals.
- Green.
- Yellow. Procrastination is related to this goal and it is possible that the deadline will not be met
- Red, you're kidding. It is impossible to achieve this goal within the deadline
I also applied two other colors to complete the piece;
- Blue. goal achieved
- Gray. Lens work hasn't started yet
Second, you can make your measurements more accurate by using whole percentage points. For example, you may have a goal that is "red" but is 90% complete. Full percentage points give a more complete picture.
Finally, as with most things, effective strategic planning requires strong leadership and management. As a leader, it's up to you to make sure you and your team have the right mindset and approach to ensure you get the best return on your planning investment.
