Q. Why does our organization need a strategic plan?
A. Strategic planning is crucial for the Board and all staff members to become clear about the direction of the organization and the priorities necessary to achieve its goals. An effective strategic plan provides alignment of all committees’ charts of work and for all staff members’ performance objectives. The simpler the better, too! Too many goals diffuse the focus and reduce the chances of achieving any of them.
Q. Is it alright to have the Executive alone create the strategic plan?
A. Key stakeholders need to be involved with important elements of the plan to ensure there is agreement on the goals and priorities. The Executive can certainly make recommendations and provide leadership in the process, but the engagement of other key leaders and relevant constituents is critical.
Q. How many years out should we plan for?
A. In this economic environment, three years is a good rule of thumb. Changes will inevitably occur, so expect to refresh the plan slightly every year or at the mid-point.
Q. How do we know if we’re achieving our goals after the plan has been established?
A. Creating a simple scorecard that is reviewed quarterly by the leadership will help everyone be clear on how the implementation compares to the original plan, and then corrections can be made as appropriate.
Q. Why would we want to bring in an outside consultant to assist us in strategic planning?
A. It is important to recognize what is involved in strategic planning when answering this question. Strategic planning includes external analysis, interviewing stakeholders, typing meeting notes, and facilitating the discussions, possibly at a retreat. The Executive may not feel like he or she has the time for this additional workload. Secondly, he or she may prefer to be seen as an objective and good listener, hearing what the other stakeholders have to say. The whole process may take up to four months.
Q. What are some typical Board Governance roles and responsibilities?
A. This varies, depending on the business model of the nonprofit. All Boards are responsible for fiduciary oversight and hiring of the CEO, but that is where the similarities end. Frequency of Board meetings, the need for committees, and, of course, fundraising expectations can vary widely.
Q. I think I’m a good facilitator myself. Why would I want to bring in a consultant to do this for me?
A. Having a person who is very objective and who will ensure that all voices get heard is incredibly important to ensure agreement from all the stakeholders on the direction of the organization.
Q. What qualities should I be looking for in a group facilitator?
A. A good facilitator thinks through procedures and formats that enable a group to gather its cumulative insights, to order them, and then to decide on a course of action that has consensus and commitment backing it. Talk with me about how I can do that for you!
Q. I hear what you are saying about the ToP facilitation methods. Don’t all facilitators work in pretty much the same way?
A. The ToP methods have been developed over the last 40 years. There are a large number of different approaches within the ToP methods that make the design of an event unique to that organization. To become a Certified ToP Facilitator (CTF), like I am, requires a very in-depth portfolio development process, observations, professional recommendations and a formal assessment process. Fewer than 150 individuals have achieved a CTF, so no, not all facilitators work the same way.
Q. You talk about the “wisdom in the room.” What if the wisdom isn’t in the room, and that’s the problem?
A. Part of my work with a client is to determine if more data needs to be gathered to make sure the “wisdom is in the room” before we get into the room. That way we always start from a place of being clear about the facts before we even begin the discussion.
Q. Our organization is having some power struggles and miscommunication challenges right now. How could you help with those problems?
A. Through multiple discussions, I will help you clarify what outcome(s) you are wanting to achieve and who I should talk with prior to the actual meeting. All of those voices will assist me in creating a meeting design to achieve those outcomes.