Educational group gains more egalitarian leadership, greater organizational awareness, deeper cohesion, and more tools for growth
Challenge: A mature, education-focused organization completed its current strategic plan after postponing this effort during a leadership transition. A new executive director’s leadership made this an opportune time to set a new direction for the next 3-5 years, especially given massive changes in education and the world at large.
Some were nervous about planning during a pandemic, and unsure about doing so virtually vs. in a traditional, in-person retreat.
Solutions: Working with the Executive Committee, Grace Social Sector Consulting identified key stakeholders to involve in the discovery process. This included interviews with key staff and board, focus groups of board members, and key volunteers. Grace Social Sector Consulting then surveyed organizational representatives to access the organization’s services: Did the positive impressions of those highly engaged with the organization match impressions among those not as familiar with the behind-the-scenes operations of the organization?
Short, virtual sessions with the board and full staff allowed everyone to be involved in strategic conversations about the organization’s future. This reflected an important change from the former ED, who only invited top staff leaders to board meetings.
Findings: Clearly, the organization was highly regarded by board, staff, volunteers, and its partner organizations. But how could they build on those strengths and levels of excellence—without becoming complacent or stagnant?
In subsequent sessions, the board/staff group:
-Identified trends in the wider landscape that impact the organization and its field
-Imagined future possibilities for growth and evolution
-Identified key strategic goals moving forward
-Drafted action steps for each strategic goal
-Agreed on success criteria for each goal and for future decision making
The executive committee then met to clarify messaging. And the whole group shared input on the almost-final plan via a brief survey that assessed support for each strategic initiative.
Results: Once the board approved the new strategic plan, mission, and value statements, the staff created a Year-1 implementation plan, noting who’d lead which areas and meet which deadlines.
Both staff and board now have:
Some were nervous about planning during a pandemic, and unsure about doing so virtually vs. in a traditional, in-person retreat.
Solutions: Working with the Executive Committee, Grace Social Sector Consulting identified key stakeholders to involve in the discovery process. This included interviews with key staff and board, focus groups of board members, and key volunteers. Grace Social Sector Consulting then surveyed organizational representatives to access the organization’s services: Did the positive impressions of those highly engaged with the organization match impressions among those not as familiar with the behind-the-scenes operations of the organization?
Short, virtual sessions with the board and full staff allowed everyone to be involved in strategic conversations about the organization’s future. This reflected an important change from the former ED, who only invited top staff leaders to board meetings.
Findings: Clearly, the organization was highly regarded by board, staff, volunteers, and its partner organizations. But how could they build on those strengths and levels of excellence—without becoming complacent or stagnant?
In subsequent sessions, the board/staff group:
-Identified trends in the wider landscape that impact the organization and its field
-Imagined future possibilities for growth and evolution
-Identified key strategic goals moving forward
-Drafted action steps for each strategic goal
-Agreed on success criteria for each goal and for future decision making
The executive committee then met to clarify messaging. And the whole group shared input on the almost-final plan via a brief survey that assessed support for each strategic initiative.
Results: Once the board approved the new strategic plan, mission, and value statements, the staff created a Year-1 implementation plan, noting who’d lead which areas and meet which deadlines.
- Throughout the process, the new ED could demonstrate her leadership style—a more egalitarian and inclusive approach—by including the whole staff. Board and staff appreciated the opportunity to get to know each other better
Both staff and board now have:
- Deeper understanding of the organization and how each group contributes
- Reaffirmed commitment to the organization’s methods and direction.
- Awareness and structure to build on strengths, and not take excellence for granted
- Insights into where to focus for additional growth and evolution
- More intention around future task forces to conduct a deep-dive study of potential growth areas (vs. deciding through the strategic planning process to pursue these new ideas)