No matter if you're just getting started or already knee-deep in your strategic planning, these tips will help you craft the most awesome plan for your organization:
1. It's important to figure out what info you need. Start by getting a full picture of your current situation - not too deep, but definitely broad. Don't just stick to your own knowledge, get feedback from everyone - employees, clients, consumers, partners, suppliers, you name it. And don't forget to gather all the internal info you need, like financial and client trends, and compare yourself to similar organizations. The planning consultant and staff are usually the best ones to gather and prepare all this info. The goal is to get a 360-degree view so you can see what your organization does well and spot opportunities for the future.
2. Once you're all set with your information gathering, it's time to start your planning committee meeting. Now, here's a little tip from me - I think it's best to start off with an initial meeting to review the timeline and planning process before diving into the nitty-gritty. After all, you've already done the groundwork and are ready to go, so why not make the most of your committee's time? Once that's all settled, it's time for the planning retreat where you can gather everyone's ideas and input. From there, you'll typically have two to four meetings to bring the plan together.
3. Make time for the big stuff. I know we're all super busy and it can be tough to find time to talk about the big, strategic ideas. But trust me, it's worth it to make the time. To create a solid strategic plan, you need to take the time to go over information, get everyone up to speed, and think about the big picture as a team.
So, if you can, try to set aside a day and a half for your initial planning session. I know that's not always possible, so another option is to use your regularly scheduled team or board meetings to prepare everyone for a half-day or full-day session. Maybe you could add an extra hour onto your board meetings or change things up a bit to allow for presentations on stakeholder feedback, financial and service trends, and other key topics. It's all about making the time to get everyone on the same page and work towards your organization's goals.
4. Ask the hard questions. It sounds simple enough, but in reality, it can be a real challenge. I've noticed that when I'm leading a planning session, one of the most difficult moments is when I ask the group to think about what they should stop doing. It's not easy to commit to cutting something out, but it's often necessary for progress.
So, what kind of questions should we be asking ourselves? Here are a few to get us started:
What are our Sacred Cows? In other words, what are the things we hold onto just because we've always done them that way? Are they still serving us, or are they holding us back?
If we had to focus on just one or two things, what would they be? This helps us identify our priorities and figure out where to focus our energy.
Does this organization need to exist in its current form? Maybe we're doing things the way we are simply because that's how we've always done them. But is there a better way? Are there changes we could make that would better serve our mission?
What assumptions are we making that might be getting in the way of progress? Sometimes we get so caught up in our assumptions that we don't even realize we're making them. It's important to take a step back and question everything.
5. We don't all need those big, hairy, audacious goals (BHAGs) that sound impressive but are pretty much impossible to achieve. Instead, we need to focus on what's really going to make a difference for our organization.
So, what exactly does that mean? Well, we need to identify the strategies that are going to move the dial, so to speak. We're talking about the handful of things that, if we really commit to them and put in the resources, will take us leaps and bounds ahead.
It takes some guts to commit to these strategies because they might require some big changes or investments. But if we're willing to take the risk, the rewards could be huge. So, let's forget about those lofty goals that sound good but aren't realistic, and let's concentrate on what really matters.
6. It can be a real challenge to get everyone on the same page, especially if you're leading from the inside. That's why it's a good idea to bring in an outside facilitator who doesn't have a stake in your success.
Why is this important? Well, it creates an open and free space for discussion. Everyone can feel comfortable challenging assumptions and talking about those sacred cows that we all know exist. Plus, it helps prevent any one person from dominating the conversation and encourages active participation from everyone.
So, if you're planning a session, consider bringing in an outside facilitator. They can help guide the conversation in a neutral way and create an environment where everyone feels comfortable sharing their ideas. Trust us, it's worth it!
7. When it comes to making a strategic plan, you got to keep in mind that it's not carved in stone. You have got to be flexible with it, since good plans are not rigid and inflexible. They have be adaptable to any changes that might pop up in the market. So, don't be a chicken and don't hesitate to tweak your plan as needed. Just go with the flow!
8. When making a plan, keep it simple and crystal clear. Don't get too deep into the nitty-gritty details. Every plan should have goals, action steps, and responsibilities, but don't bog yourself down with multi-year deadlines and assignments. My suggestion? Just stick to a one-year operational plan that's made by your staff to go along with your initial strategic plan.
9. To succeed in your plans, you need to make strategizing a regular thing, not just a once-in-a-while thing. You need to have a practice in place that involves working the plan and being strict with the implementation. Otherwise, it's just a waste of time for everyone. One thing you can do is to create a strategic agenda for your leadership meetings. This agenda should be informed by your strategic plan, and you should set aside time to review your performance achievements on a quarterly or bi-annual basis. Focus on holding yourselves accountable for results, learning from your mistakes, and making changes where needed.
10. Let's talk about having fun during strategic planning. It's a great time to build relationships and camaraderie among your board and staff. So, why not make it more enjoyable by incorporating some team activities and icebreakers into your planning session? One fun idea is to create a "Did You Know" quiz that's based on key facts about your organization. It's a cool way to refresh everyone's memory and to educate new board members. So, don't forget to have a good time and bond with your peeps while strategizing.
There you have it! Good luck with your strategic planning session and please connect with us if we can help you in any way.