WATCH: How to Dust-Proof Your Strategic Plan
As part of the Nonprofit Seminar Series I co-host with the United Way of Addison County and the Addison County Chamber of Commerce, I chatted 1:1 with Jamie Brookside, the dynamic and thoughtful Executive Director of the Middlebury Area Land Trust (MALT). She shared what MALT’s experiences with strategic planning have been like, and how they have kept their strategic plan at the center of their day-to-day work.
We talked about things like:
Creating a strategic plan that best supports your organization in its current life cycle
How to engage board members and staff alike in the strategic planning process
What it’s like to strategic plan during a time of uncertainty or crisis
How to stay on track with pursuing your goals and strategies
And much, much more!
So, what do you say? Are you ready to listen in on our conversation?
As Jamie was sharing her insights, I was furiously taking notes. I'd like to share three things I'm taking away from our conversation. And believe you me, it was hard to pick just three.
Takeaway #1 - It's pretty much always a good time to strategic plan.
Don't have a strategic plan? Create one.
Does your organization feel more like a disorganization? A strategic plan can definitely help with that.
Is your current strategic plan about to expire? Keep the momentum going by developing a new one.
Has your organization gone through a period of steady growth and you're not quite sure what to do next? Strategic planning is your BFF!
Is your organization “all systems go” for that big, hairy, audacious vision? You absolutely should strategic plan.
Are you going on year three of a global pandemic? STRATEGIC PLAN.
Takeaway #2 - Engaging your staff in the process is a must.
Not to be dramatic, or anything, but I'm convinced this is essential to your success. As Jamie noted when we spoke, boards make high-level decisions and staff live out those decisions. And sometimes there can be a disconnect between the two. Including staff in every step and every conversation of your planning process means that they can share what they see and notice in the day-to-day. It means they can express what they need, what they feel, and what they dream about for your collective vision. The intersection of strategy and operations is where the magic happens.
Takeaway #3 - It's okay to let go of things.
If you are a goal-oriented fiend like Jamie and me, you might break out in a cold sweat at the thought of abandoning one of your strategies. But as the writer Arthur Quiller-Couch once said, “Murder your darlings.” For Jamie and her team, that meant tabling one of their strategies for a better time. Faced with (temporary) burnout, a full plate, and the need for more staff, they decided to forego what Jamie calls her “one big idea.” This tale has a happy ending, though: they are re-energized, sufficiently staffed, and ready to tackle this important work in their next strategic plan! When you hear me prattle on about strategic plans being flexible and adaptable? This is exactly what I mean.
