Values based strategic planning

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In episode 70 of Mission: Impact, Carol goes solo to discuss:

• Keeping your strategic plan from just sitting on the shelf
• How approaching planning from a strengths-based perspective brings more joy
• 4 key questions to ask to keep your plan relevant

Important Links and Resources: 

• Common Mistakes Organizations Make with Strategic Planning
• Design Your Organization's Future

Click "Read More" for Transcript:

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Carol Hamilton: Welcome to episode 70 of the Mission Impact Podcast. To mark this milestone. I'm going solo. Mission Impact is the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I'm Carol Hamilton, your podcast host and nonprofit strategic planning consultant.
Today I'm gonna talk about my favorite topic, strategic planning. It is the main thing that I do with organizations, and I often go on other people's podcasts to talk about it, but I don't always talk about it. So one thing I'd like to start with are what are the guiding principles that really undergird the way that I approach strategic planning?
The first is being collaborative. I really am looking for a way to help organizations create a shared understanding by bringing all of their stakeholders together in a meaningful way that brings their input, brings their voice into the process, and then enables a smaller group, usually the staff and board to collaborate to define what the organization's future is going to be. And that starts by, usually by looking back, taking stock of where you are currently, and then looking forward a couple years and saying, okay, given that our North star, our mission and our vision for what's different, what we want to be different in the world is this, what are the things that we need to focus on over the next couple years and put our energy towards, to move us closer to that?
I also take a strengths-based approach where I'm not looking to come in and assess them on all the things they're doing wrong that naturally will come up in the conversations. People will have ideas about what could be strengthened, areas for improvement, but really helping people recognize the strengths that they have as an organization.
What are the resources that they're building from? Makes it a much more joyful and fun process, , to build on those strengths rather than only being focused on what needs to be fixed or what needs what, what, , needs to be addressed and through that participatory process. In addition to integrating that participation, I also want to focus on how we are bringing an equity lens?
How are we integrating the kind, the, the notion of equity into every step of the process? And with that, also bringing a cultural humility. There's a lot of talk about people building cultural competence, but I really appreciate the concept of cultural humility more. I think there's certainly some basic competence that people can build, but you're always, there's always gonna be blind spots.
There's always gonna be things that you don't know about a different culture, a different, whether it's at the, different individual. The organizational culture, the cultural context that organization is working with, the different cultures that are represented within the groups. And then with that equity lens, really making sure that, who's being represented in all of that, the gathering of information and the participation.
Create space for folks who don't have as much power, may not feel as comfortable speaking up to feel safe, feel so, feel safer in contributing their perspective, , into the process. 
And building on that, I do wanna talk about a couple different misconceptions that I think people have about strategic planning.
And a few things that I've seen organizations  get. Might be able to do better with, since I just talked about being strength-based, I was talking about getting wrong, but what they might, , think about or think about differently when they approach planning. And I think one of those major misconceptions, or maybe it's not even a misconception, maybe it was  the conventional wisdom, some 10, 20, 30 years ago and, and is still in parts of the sector that the.
The board or the leadership team and the leadership team and the board is  quite unquote the head of the organization. That's where strategy lives and I really see it as a partnership with the stakeholders of the organization. Definitely a partnership between board and staff to decide on what the future of the organization's gonna look like.
And that just because you sit at the board table, just because you are part of a leadership team, Anoint you somehow with a more strategic capacity than someone who works directly, at the front lines of your organization is more of an individual contributor. I really believe fundamentally that everyone can contribute to that bigger picture.
It may take some structure and some guided conversations, cuz I think it's not the natural place. Most people don't. naturally are in that  strategic thinking mode, but you can bring people there through a series of  guided conversations, which is the whole purpose of a strategic planning process and what a consultant can bring, to help people step into that strategic space and think longer term, bigger picture.
Fundamentally, when people have a part in creating the thing, they're much more likely to want to help move it forward. So that is essentially how you build buy-in. You build buy-in by having people at the table with you to create the plan. And then I think a big reason that folks choose not to do a strategic plan is that they may have been part of a process in the past that took a long time, took a lot of resources, and then was just  a plan on the shelf.
Or perhaps today, more likely hidden in some folder on the computer and wasn't referenced again. It was, where's that Dropbox link to that document? , and nobody has it anymore, and, and it's not integrated into people's day-to-day work. And I did a workshop recently on strategic planning and I really appreciated some of the simple steps that participants talked about to mitigate this concern of how do we really integrate the plan into our work?
How do we implement, how do we do that failure to operationalize a plan is, is, can be just the biggest sticking point to many plans. And I think the first is probably the simplest, just having regular meetings about your progress on the plan. And there are a number of ways that that could, that could show up.
It could be a meeting specifically about the plan. It could be, an item on a, an agenda, , on at your regular meetings every, at a certain cadence. Maybe it's once a month, maybe it's not every, every. Meeting, but, but, at a, at a certain cadence that you agree on that makes sense for your organization.
And then, another suggestion that I thought was so important is, taking the time to celebrate, celebrate Progress, and celebrate those small wins. We're such an action oriented culture. We're such a move on to the next culture that we forget to take a breath and  pat ourselves on the back and say, Look, we did this thing, we checked this thing off the list.
We've moved this, this, we've moved a little closer to this milestone. and let's celebrate in some way. I mean, the simplest way that I do this on a daily basis is that at the end of the day, the beginning of the day, I write a to-do list. At the end of the day, I write a to-do list. What did I do?
And for those implementations, really thinking about that, you've got your bigger plan, but thinking about, creating an implementation plan that's really with a shorter timeframe. your bigger picture plan, maybe at a three to five year timeframe. Three to five big goals that you're working towards, but then your implementation plan is either in three or six months or a year, whatever makes sense for your organization.
That really goes into who will do what by when. And I would add it's not just about measuring progress, it's also about having the time and space to consider what the goal means for the organizations. What are the implications? How are we interpreting? What adjustments do we make?
And there are four key questions when you put that thing on the agenda, when you put strategic planning on the agenda, or you wanna have a check-in meeting. Four key questions that I would offer you to use to frame that meeting would be, what have we done that we meant to do? In other words, what can we check off the list?
What, what progress have we made? What were things that we did that we did not plan to do, but we did and it had good results. The world is constantly changing and shifting. A new opportunity may have popped up. You took action on it. Celebrate that.
What did we plan to do? But we don't need to do it anymore. Things have shifted. We recognize that it doesn't, it no longer fits today's realities. What can we let go of? And is there anything we need to add to our plan given today's new realities? At each point we're saying, okay, where were we? Where have we come?
What's our current state? Where do we want to go and all the steps on where we want to go. Are they still fitting our current assessment of today's reality? And so those action steps that you may, may have set a year ago at that retreat, probably that's the part that's gonna get updated, on a continual basis because it will recognize that progress.
It will adjust to the new reality. And you'll have that living docent that we so often talk about and so infrequently actually implement. Thank you for listening to this episode. I really appreciate the time you spend with me. You can find the full transcript of this episode as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/show notes.
And I'd like to thank Isabelle Strauss Riggs for her support in editing and production, as well as Cindy Rivera Grazer of a hundred Ninjas for her production. And I would love it if you would take a minute or two to rate and review mission impact on Apple Podcasts or wherever you listen to podcasts.
It helps other people find the podcast and we definitely really appreciate it. And until next time, thank you for everything you do to contribute and make an impact.