It’s that time of year, where we think ahead to what we want to accomplish in the new year.
If you’re a nonprofit leader, strategic planning might be top of mind for you.
Whether you’re considering the best time to start strategic planning or determining when to review progress, a strategic plan serves as a roadmap of your organizational priorities.
It’s also possible to fail at strategic planning. Here are seven reasons why a strategic planning failure happens:
You view the strategic plan as a static document
While you may save your strategic plan as a PDF document, the strategic plan should be viewed as a living document. When you view your strategic plan as a living document, there’s intention behind revisiting it, documenting progress made along the way, and understanding why progress is being made in some priorities versus others.
Your strategic plan’s timeframe is either too short or too far away
On average, a nonprofit’s strategic plan in around 3 years. This length provides enough time to document progress made and to pivot strategies where needed. Three years also provides a sense of urgency.
Your strategic priorities may be unrealistic
Your strategic priorities should be as a result of social, cultural, political, and environmental contexts (both internal and external) your organization is operating in. As such, your priorities should account for where you currently stand and steps your organization can realistically take to make progress.
Your strategic plan doesn’t build on the previous one
If this is your first strategic plan, keep this in mind. Like the chapters of a book, your strategic plan ideally builds on progress made from your previous strategic plan. Some strategic priorities make take beyond 3 years to achieve, so think about the ultimate goal and work backwards. What needs to be in place in 3 years, and what can you build on in the next strategic plan?
Your strategic plan drowns out your staff’s voice
Your staff are on the frontlines of your organization. As such, there’s an expectation they will be responsible to carrying out your strategic plan. Their programmatic and leadership recommendations should be front and center compared to those of your funders, board of directors, program participants, and other stakeholders.
Your strategic plan doesn’t include an implementation and evaluation strategy
Strategic planning can be a tedious process, but the work isn’t over after the plan is implemented. With each strategic priority, document what’s working (and how to celebrate progress made), where hiccups are occurring (and how to get back on track), and whether the progress made or hiccups are occurring due to internal or external circumstances.
Your strategic plan prioritizes absolute achievement, and not progress made
This is why it’s important to have realistic (to your organization) strategic priorities. Focusing on progress supports a mindset of continuous improvement. By regularly assessing what’s working and what isn’t, your organization can refine its strategies and enhance overall effectiveness over time.
Key takeaway
A strategic plan serves as a roadmap of your organizational priorities. A well thought out plan provides space for pivoting, documenting, and takes into consideration the role your stakeholders play in experiencing progress.
Keep these considerations in mind when planning your next strategic planning process.
Raise Your Voice: In the comments section below, how does your organization address strategic planning failures?
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