3 Step Process for Strategic Planning
By Zach Clark
Strategic planning is one of those terms that just gets thrown around . The variety of perspectives on strategic planning , its processes , and its outcomes seem infinite .
The problem is that you can end up drowning while trying to grab hold of this big idea while people keep saying , “ We need a strategic plan !”
Strategic planning is not about getting a perfect plan for a predictable future for your ministry . It ’ s about the discipline and process of planning and its impact , coupled with a final product that can be implemented . Your strategic plan should be alive , vibrant , and not sitting on a shelf gathering dust .
Strategic planning is a powerful tool for you as a leader . I want to equip you with a set of disciplines and skills that are based upon nearly twenty years of working with faithbased nonprofit organizations .
STEP 1 : START WITH WHO THEN WHAT
First , we need to use the Jim Collins approach . Start with who then clarify the what of the planning process . Before we think about a process or ideas for strategies included in a plan , we need to think about who the best people are to get involved . Not all staff and volunteers are created equally when it comes to planning .
Strategic planning should be an amazing process that involves amazing people . I encourage leaders to develop a list of 50-100 people to involve in planning . This group of people is not only thinking about the future but may even end up involved and committed to implementation when the strategic planning process is concluded . Powerful !
Now , what are these planning people and teams going to work on ? This is your first opportunity to provide leadership . We believe that the leader should define the boundaries of the strategic plan . The best way to do this is to define the planning process around the questions you have about your organization ’ s various aspects . What are you pondering as a leader for the future of your ministry or organization in these specific areas ? Let this shape the questions you ask .
We encourage you to think in terms of five or ten groups of questions . Here are some examples of those groups to be thinking within .
1 . Financial sustainability 2 . Messaging , marketing , and public relations 3 . Effectiveness 4 . Growth and quality control 5 . Raising money for the future
It ’ s important to remember that the person ( you ) who asks the questions controls the debate . This is a role that no one else can do . YOU have to do it . You can get input on your key questions , but you have to establish the boundaries of the strategic planning process .
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