“All I ever need is a plan.”

Don’t ask how often I’ve said that. Or how often that plan has changed along the way…

I firmly believe a strategic plan is the foundation. Everything builds on it, day-to-day activities, staff processes, board agendas. When it’s done well, a strategic plan becomes the base that keeps an organization grounded and moving in the same direction.

I’ve been through strategic planning as a board member, as staff, and as an executive leader. I’ve experienced it in large organizations, small organizations, and volunteer-run organizations. I’ve had good experiences, great experiences, and a few that were… let’s call them learning opportunities. After more than 20 years in the nonprofit world, I’ve landed on an approach that works best in most situations. But getting there took time.

Early in my nonprofit career, I joined a professional association and was eventually invited to serve on its board. The organization had no paid staff, it was all volunteer. We offered education, networking, and monthly in-person gatherings, all of which had to be planned, coordinated, and funded by volunteers. Fundraising was a given. But everything else felt less clear.

How did we organize our work? How did we make the best use of limited volunteer time? And ultimately - what were we actually trying to accomplish?

We brought in a facilitator from our national umbrella organization to help us answer those questions. That day marked my very first strategic planning experience (though I had no idea at the time how influential it would become).

The facilitator asked us to commit to a full-day retreat. We talked honestly about what we had been doing and why. We examined our meetings, trainings, and networking events. We acknowledged how often we did things simply because “that’s how they’ve always been done.” We discussed membership trends and informal feedback. We revisited our mission statement and asked ourselves a critical question: Does this still feel right?

Then the facilitator asked one deceptively simple question:

If we truly achieve our mission, how will our community be different?

She didn’t ask us to list activities. She didn’t ask us to brainstorm new programs. She didn’t ask us to focus on busy-ness. Instead, she pushed us to look beyond all of that.

How would the world change because we exist?

That single question now forms the foundation of the strategic planning process I recommend for most organizations. It refocuses the board on why the organization exists and who it exists to serve. It keeps the conversation grounded in impact rather than tasks.

Just as importantly, it helps avoid creating a binder full of activities that get handed to staff. Activities that may or may not align with the organization’s true purpose, and may or may not move the mission forward.

A strong strategic plan isn’t about doing more. It’s about doing the right things intentionally, thoughtfully, and in service of meaningful change.

If you’d like to learn more about this approach and what comes after that first powerful question, feel free to reach out to me at mfilipi@MaxleyPlanning.com