It’s Not Too Early to Prepare for Prime Fundraising Season!
When every day feels like the world is on fire, how much can one actually plan?
Very valid question! Whether or not one wants to accept what is going on, feeling that the foundation is shifting beneath us is a constant. This means acknowledging the heartbreak and rage one may feel about destructive budget cuts at the federal level, attacks on immigrants, international aggression, rising costs, increasing demands, and more.
After processing the grief in all of this, the next step is to consider:
What is Within Your Control?
First, you can control who participates in your planning process. Next, you can tailor the process to build your shared future. It sounds simple, but the devil is in the details of how you design your planning model.
Inclusive Strategic Planning for Nonprofits offers a step-by-step approach that will unlock real energy – something you will need in order to rise above the noise that may be deterring you from what you can do, rather than dwelling on what you can’t. The process will also help you and your team discover opportunities you might otherwise have missed – so you can act on them.
But, in order to welcome the process in with open arms, four myths must first be addressed.
MYTH #1: Strategic planning must take four to nine months.
FACT: Strategic planning can be abbreviated, as needed.
The “traditional” model of strategic planning outlined in Inclusive Strategic Planning for Nonprofits is a four- to nine-month process involving data collection, the development of a Discovery Report, a day-plus strategic planning retreat, and the creation of goals and strategies for the next few years.
But what if you don’t have the time or money for that?
One of the key ideas the book explores is how to determine your readiness for strategic planning. If the timing is not right to build a three- to five-year strategic plan, an option is to bring staff and board together for an abbreviated action-planning session that culminates in the creation of a shorter plan.
MYTH #2: We need to focus on managing crises rather than planning.
FACT: Taking the time to create focus and alignment through planning and reflection strengthens and expands your team’s effectiveness.
As uncertainty increases, it can be tempting to work in a reactive mode rather than proactively.
If your house is on fire, by all means, call the fire department and put out the fire! (Your neighbors will thank you.) But if your “house” is on fire every day—in other words, your organization is constantly in crisis mode—something isn’t working.
It can be helpful to analyze the time allocated for planning at the beginning of a project and reflection at the end. For example, let’s say your team discovers you are strong on project execution, and there is very little time allocated to properly plan for and kick projects off or reflect on wins and challenges once the projects are complete.
If this is the case, a simple solution is to add a small amount of planning and reflection time to each project. This creates greater clarity about what is working and what needs to shift, and an overall strengthening of team and organizational effectiveness.
MYTH #3: Everything is so uncertain now… we need to tighten up how we share information and make decisions.
FACT: Collaboration and openness to different perspectives strengthens teams’ work.
As leaders are more anxious about the external environment, there is a tendency to narrow one’s circles and communicate less. Notice that impulse, and know that it does not serve leaders well. Openness to new information and multiple perspectives always supports teams to better work. In fact, it’s the core of the Inclusive Strategic Planning model—because a plan that’s inclusive of various perspectives and lived experience is always stronger.
Keep designing with inclusion and belonging in mind!
MYTH #4: The most important part of planning is the document we get at the end.
FACT: The conversations that create the plan are as important as the final document.
Many nonprofit leaders start strategic planning believing this particular myth. Too often, the impetus for strategic planning is the creation of a written Strategic Plan. In fact, sometimes organizations are even tempted to write one and then work backwards from that document.
It’s not about the document! So, please don’t hire a consultant to give you one or designate one staff or board member to write one.
It’s about going through process. Leaders who embrace this find the inclusive conversations along the way:
- build essential connections,
- strengthen the team’s work as a whole, and
- build shared investment in the work going forward.
And that’s not to be discounted.
Which of these myths about planning resonates with you?
Please share.
This guest post is offered by Dr. Renee Rubin Ross, a recognized leader on board and organizational development and strategy and the founder of The Ross Collective, a consulting firm that designs and leads inclusive, participatory processes for social sector board and staff. Dr. Ross is the author of the recently published Inclusive Strategic Planning for Nonprofits: A five-step process to expand energy, alignment, and opportunity. She and her team guide leaders and organizations in strategic plans and governance processes that deepen social change, racial justice, and community strength. She directs the Cal State University East Bay Nonprofit Management Certificate program and teaches strategic planning and board governance for the program.
Image credit: Angelica Hesse, Brand Your Light
