Like an annual checkup or dentist appointment, you might forget your nonprofit is due for strategic planning unless it’s a regularly scheduled event or you run into issues. If you’re wondering if it’s time for a strategy reset, here are some signs to watch for:
#1 You try not to use your mission statement.
Somewhere along the way, someone coined the term “mission drift.” The nonprofit sector adopted this notion as the most dangerous of nonprofit follies. Just shy of embezzlement or losing your exempt status is the sin of drifting away from the one to two-sentence statement that defines your work. As a result, nonprofits see their mission statement as sacrosanct. An element of their identity that could never be changed. Often, we work with teams that hesitate to use their mission statement because it no longer fits their organization’s culture or work, yet they’re nervous about changing it.
While mission drift is legit and can be dangerous, mission evolution is not. It’s good to grow. Responsible expansion is healthy. Sometimes, it’s good to contract and focus on fewer programs. If your mission doesn’t accurately capture your organization’s work, it’s time to regroup and find the words that describe how your nonprofit will achieve its vision. Wait, you have a vision statement, right?
#2 You literally have no vision [statement].
I once had a board member challenge the need for identity statements. To him, the mission and vision were synonymous and only useful for grant applications or filler on the website. Ironically, this individual had difficulty articulating what the organization did and why it mattered. Identity statements not only provide internal clarification for a team, but they should also provide clear, easily understood verbiage to describe the value and purpose of the organization.
A vision statement is a commitment to solve, satiate, or fundamentally impact a need. It’s big. It’s why you do what you do. It will likely never be achieved during your current board’s term or your employment. It’s bigger than any individual. It’s also one of the most compelling tools a nonprofit can develop to draw support and build community.
#3 Your nonprofit’s values are generic or non-existent.
You’d think that non-existent values would be more dangerous than generic ones, right? Wrong! Values might not be stated within your organization, but they always exist. Developing core values is the work of articulating the beliefs and principles that already guide an organization’s culture.
Generic values are those that could apply to any organization and, generally speaking, should be assumed—for example, excellence. As a donor, customer, and client of any organization I give time or resources, I assume they prioritize excellence. Excellence should be assumed, not stated as a guiding principle. Core values should be those ways of doing things that differentiate your organization and draw more from your team than baseline good behavior.
#4 Your organization’s roster has changed
Anytime a new leader steps in or multiple board members rotate, it’s a good time to revisit your strategy. Even if you recently went through a strategic planning process, start with a strategy reset that informs incoming leadership of the course previously set. It’s natural to want to change something when you assume a new leadership role. It’s far better to invite new voices into a process than to have them rebel against a plan they didn’t help create.
#5 You’re in survival mode
Your desk is a mess; subconsciously, you’re sending the signal to anyone who dares enter your office that you are at your max. No more projects. No new initiatives. Taking on strategic planning sounds like insanity. How can you possibly plan to do more in the midst of all you’re already doing???
Strategic planning is often associated with new projects and big endeavors. Sure, those things emerge when we cast a vision for the future, but sometimes, the best strategic plans focus on shoring up existing operations and ensuring existing projects are completed successfully. This is where a skilled facilitator can help reign in an adventurous board and help your team develop a plan that breaks down the work to be done and keeps all involved accountable.
#6 Nonprofit strategic planning seems unaffordable
If #5 described you AND you have zero budget for strategic planning, you’re not alone. A full-blown strategic plan is an investment, especially if it involves research. That said, do you not invest in a car because you can’t afford a BMW? Nope. You still need to get places. We regularly custom-build strategic planning packages that are tailored to fit tight budgets. Here are a few ways you can save some money:
- State your budget upfront. If you’re issuing an RFP or doing outreach to consulting firms, let them know what you can afford, and then let them show what they can provide for your budget.
- Go virtual. If you can conduct your strategy session and related meetings remotely, you’ll save travel expenses and can work with top facilitators even if they’re out of your state.
- Keep it to one day. Nonprofit strategic planning can be done in one day if planned appropriately. It’s the same logic as removing travel expenses. Less time = less money.
Hold off on research until you can afford it. A great strategic plan is usually informed by stakeholder feedback, needs assessments, and market research. As valuable as these elements are, they are also expensive and time-consuming. If you can’t invest now, work on a strategic framework that moves your organization forward and potentially creates the capacity to invest in research in a year or two.
#7 There are too many unknowns.
Uncertainty is a culture killer. And, post-pandemic, it’s reaching pandemic levels with 66% of employees reporting “worry” at work and 56% stating uncertainty undermines their performance. If your nonprofit is due for strategic planning, waiting to see how economic, policy or market change will pan out before making the investment is the opposite of being strategic. A reactionary approach to change is always the weaker stance, and uncertainty can infiltrate your team and board. There may be many variables ahead of your organization, but talking through the prospective scenarios and outcomes can provide assurance and confidence to your board and leadership team. Strategic planning isn’t only about trying to figure out what to do next, it’s about preparing the organization to succeed through uncertain times.
Let’s talk if you think your nonprofit is due for strategic planning.
Our team is excited to explore strategic planning solutions tailored to your organization’s unique needs and budget. Simply complete the form below to share some details, and we’ll arrange a free consultation to discuss the best options for you.