[et_pb_section fb_built=“1″ _builder_version=“4.16″ global_colors_info=“{}“][et_pb_row column_structure=“2_5,3_5″ _builder_version=“4.16″ background_size=“initial“ background_position=“top_left“ background_repeat=“repeat“ global_colors_info=“{}“][et_pb_column type=“2_5″ _builder_version=“4.16″ custom_padding=“|||“ global_colors_info=“{}“ custom_padding__hover=“|||“][et_pb_image src=“https:\/\/intellerate.net\/wp-content\/uploads\/2025\/02\/2148456427.jpg“ title_text=“2148456427″ _builder_version=“4.27.4″ _module_preset=“default“ global_colors_info=“{}“][\/et_pb_image][\/et_pb_column][et_pb_column type=“3_5″ _builder_version=“4.16″ custom_padding=“|||“ global_colors_info=“{}“ custom_padding__hover=“|||“][et_pb_text _builder_version=“4.27.4″ background_size=“initial“ background_position=“top_left“ background_repeat=“repeat“ global_colors_info=“{}“]<\/p>\n
I’m working with a community nonprofit board, and they\u2019re navigating major transitions. <\/p>\n
COVID transformed the landscape, they\u2019ve moved to a new building, and several people in leadership positions are approaching retirement.<\/p>\n
I\u2019ve been steering the board\u2019s work on a strategic plan, the first ever for this organization. <\/p>\n
Due to immense scheduling challenges,\u00a0we\u2019ve been distributing the work across board meetings over a 9-month period. <\/p>\n
While my usual approach involves more focused work over a few months, including a half-day retreat, we all felt that using existing board meetings was the best way to ensure full board engagement. <\/p>\n
With clear consensus on the organization\u2019s purpose and priorities, they\u2019re setting the stage for successful implementation.<\/p>\n
But recently, a board member proposed that we pause our efforts until the organization hired a new director.<\/p>\n
This proposal surprised me. Since the current director had not even proposed a timeline for retirement, waiting for new leadership felt backward.<\/p>\n
As I explained to the group, strategy should guide transitions\u2014not react to them.\u00a0<\/strong><\/p>\n After all, even when a new leader takes the helm, the organization\u2019s core purpose, values, and long-range goals\u2014the key elements of any strategic plan\u2014should remain consistent. <\/p>\n Ultimately, the group agreed to continue its work. They’re now in the implementation phase.<\/p>\n This experience resonated with me weeks later as I facilitated a retreat with a different organization days before the presidential inauguration. <\/p>\n The mood was somber yet pragmatic; the conversation focused on actions, activities, and mindsets that would sustain them through what are guaranteed to be tumultuous years. <\/p>\n The challenge: how can we devise a plan that ensures that the organization can still serve its constituents and stay true to its mission and purpose\u2014even in the wake of significant political, social, economic, technological, and environmental changes?<\/p>\n Because ultimately, that is what the best strategic plan will do: it reinforces an organization\u2019s purpose and values, and then provides an all-terrain map for making progress and moving forward in spite of both known and unexpected obstacles. <\/p>\n The map might be messy, but it still contains destination points and multiple avenues to get where you want to be. <\/p>\n Hint: Step away from the strategic planning templates you found on the Internet.<\/p>\n Just like you probably wouldn’t just jump in the car one day and drive across the country without some advance planning, it’s important that you\u00a0plan your strategic planning process.\u00a0<\/strong>Here are five questions to ask before you begin:<\/p>\n Don’t wait for perfect conditions\u2014the right administration, a balanced budget, full staffing, or seamless operations. <\/p>\nOK, but how do I get started?<\/h4>\n
\n