by Susan Detwiler | Feb 8, 2016 | governance, leadership, nonprofit, Strategic Planning
You probably spent time and money developing a strategic plan. Your board voted to approve it. Perhaps a board committee created it; maybe your executive director and senior staff.
Where is it now? That big report sitting on the shelf isn’t going to do your organization any good if it’s not a living document.
When did you last pull out the strategic plan and track your progress toward your goals? When was the last time the board spent more than 10 minutes discussing that progress?
It’s a lovely plan, but¦..
A plan without discrete steps, a timeline and accountability isn’t a plan. It’s a wish list. Here are a few tips for maintaining your progress, so that 3 years from now you can look back and say, We did this!
- Make sure you have the will to accomplish the plan. This may seem obvious, but it’s often the first pitfall. It’s a lovely plan, and really, this is what we want to accomplish. But¦..we don’t have the money; the time; the people; the skills¦..whatever. If you truly commit to the plan, then you find the money, the time, the people, the skills. It may not happen immediately, but it will never happen without making that commitment.
- Make sure that someone is accountable for each step of the plan. They may not be the person who actually, physically does the work, but someone has to be on top of whether it happens or not. Otherwise, everyone thinks it’s someone else’s job.
- Have those accountable people regularly report to the board. The entire board voted to move ahead with the plan; the entire board should be invested in whether the plan is being accomplished. If you have to report regularly, then you get it done. If it’s not done, then here’s your opportunity to talk about how to get back on track.
If anything is certain, it is that change is certain. The world we are planning for today will not exist in this form tomorrow. Phil Crosby
- Regularly set aside time to discuss the overall progress, not just individual steps. Is the plan still relevant? Do new circumstances warrant changes? No matter how good your plan is, you can’t foresee everything that might happen in the course of three years. The government may cut funding. You may receive a huge bequest. Some new research may come to light.
- Celebrate the milestones. It took a lot of work to craft the plan. It takes even more work to execute it. Recognize that work and what you accomplish. Tell your stakeholders about your progress. Let these celebrations create momentum to lead you to even higher heights.
Engage your board in keeping the strategic plan a living document. It may sit on a shelf, but it won’t get dusty. You’ll regularly reference it in board meetings, and watch the progress toward your goals. Potential board members will see your commitment, and want to be a part of your growth.
Theodor Herzl wrote,
If you will it, it is no dream. And if you do not will it, a dream it is and a dream it will stay.
The first step is commitment. If you have the will, you can accomplish the rest.
by Susan Detwiler | Jan 25, 2016 | leadership
Your board was fired up back in the Fall. Now it’s January. You’re bogged down in minutiae as you hassle over the financials; anticipate planning next year’s budget; discuss what went wrong with the gala.
How do you turn this working board into a board of ambassadors?
By engaging them in the process. Not the process of BEING an ambassador — the process of TURNING THEMSELVES into ambassadors.
At an upcoming board meeting, schedule at least 30 minutes for this exercise.
Have the board break into pairs, and for 5 minutes, share with each other: What particularly inspired you about our organization in the past year? What made you proud to be part of this cause?
Notice how animated the group is? How hard it is to get them to stop talking at the end of the five minutes? Point that out to the board. Share a few of the stories to the group.
The next step is crucial.
Instead of telling them to use those same stories to talk to others, ASK THEM THESE QUESTIONS. Encourage members to answer them themselves.
Scribe the answers so all can see:
- Who would you like to know those stories, and why?
- What’s important to these people? What’s on THEIR minds?
- Which part of the stories will appeal to which people?
- Where do these people hang out? Church? Rotary? Fundraising events? Legislative Hall?
- What steps can we, as board members, take to make sure they really hear our stories?
Once you get down to the actual steps that they can take, start asking individuals if they’ll take on each of the steps. Jane, you said that the Jones Foundation really cares about after school art, and you know one of the trustees through church. Your story is great. Would you be able to reach out to her in the next month, and tell her your story? Roberto, you said that Representative Glassman holds a weekly breakfast meeting at the coffee shop. Would you attend the next one and tell him your story?
Give them a fact sheet, so they’re supported, but give them permission to not know answers – that gives them and you an opportunity to follow-up with the answer.
Give each board member a call a week or two later, and hear how the outreach worked. Send a note to the entire board sharing the successful stories.
Engage your board in the process of becoming ambassadors. You’ve given them a chance to remember great things about your organization. You’ve brought them together to consider who is important to your organization and how best to reach them. They’ve each contributed to the specific task you’ve asked them to take on.
Engagement isn’t something that is only directed outward. Allow your board members to build on their own excitement, and create their own roles as ambassadors.
by Susan Detwiler | Jan 11, 2016 | governance
My board doesn’t focus on important things; we spend half our meetings rehashing old votes or talking about the cost of office supplies, and then the last 10 minutes on something that affects the entire organization.
Sound familiar?
Some of the fault lies in board culture, but there ARE ways to tweak board meetings to move the focus toward the future.
Here are seven ways to manage board meetings so your time focuses on substantive discussion and issues:
- Put Mission & Vision at the top of the agenda. That way, any member can refer to the mission during a discussion: How will this decision move our mission forward?
- Begin with a mission inspiration. Renew your energy by starting with an inspiring story about the organization; it affirms that your work is important.
- No more than two important topics at a single meeting. If the topic is important, give it the attention it deserves. Announce discussion topics in advance so board members come prepared.
- Send needed information at least 2 days in advance. Give board members time to absorb important information and formulate their thoughts and questions. Create the conditions for a more informed discussion.
- Return topics to committee if you can’t come to a conclusion. If it looks like the matter needs more thought, let the committee do more research and refine the proposal. Discussion without sufficient information invites frustration, bad decisions “ and very long meetings.
- Only revisit decisions when things change. Decisions can change if you get new information or circumstances change, but merely rehashing decisions takes time and energy away from a focus on the future.
- Restate decisions and commitments before adjourning. Give the group a positive charge to go out into the world and be proud of your past and future accomplishments. Simply state what you decided in the meeting, and the commitments you each made.
Individual board members may differ in how ready they are to accept these suggestions. But the ultimate goal “ focusing on the future “ is a worthy one. So take the incremental steps toward focused meetings, and watch the board reenergize!
Do you have more tips? Put them in the comments, so we can all share in your wisdom! Or send them to me at sdetwiler@detwiler.com.
by Susan Detwiler | Dec 31, 2015 | nonprofit
This year, I resolve to stay focused on our cause and our mission.
- In the past year, we have spent too many hours talking about finances.
- We’ve spent too many hours focusing on what we lack.
- And we’ve spent too few hours remembering why we care about this very worthy organization.
This year, I resolve to aspire to the greatest heights, instead of focusing on what we cannot do.
- I will work with my peers to build a plan for achieving that aspiration.
- I will work with my peers, staff, volunteers, clients, and community members to execute that plan.
- And I will tell everyone about the plan, so they can join us in supporting this goal.
Because a vision without a plan is just a dream. An aspiration without the time, talent and treasure to make it a reality will never come about.
But first, I resolve to stay focused on our cause and our mission. Without that vision in front of us, we will once more spend our year focusing on what we lack, and not on what we can achieve.
Happy New Year! May this year be a year in which we all aspire to our highest heights.
Let me know what you’re planning for 2016! For help with that plan, or to find out more about our work in strategic planning, contact me at sdetwiler@detwiler.com.
by Susan Detwiler | Dec 9, 2015 | leadership
I saw a sticker once, that said,
CAUTION: Objects on calendar are closer than they appear!
Here we are, three weeks left in this calendar year, and we’re all busy with whatever holiday festivities we are attending or in charge of.
No one’s really focusing on the first quarter of 2016. Yet. But as the sticker said, 2016 is closer than you think!
That’s why it’s important to tell your board of directors the three things they need to hear before the end of the year.
Thank you. You’ve been a big help doing XYZ this year! I appreciate the time and effort you’ve put into making it a success.
Have a great holiday! And, most importantly,
I’m looking forward to next year, when I get to work with you on building ABC in 2016!
When you take the time to send this individualized, personal message “ in person, in a note, by phone, or even by email “ three things happen.
First of all, you feel great. You’ve turned your attention away from your own busy-ness, and put it on the act of appreciating others.
Second, you’ve given each board member a very special gift. More than candy, a card, or even a bottle of their favorite beverage, you’ve told each board member that he or she is valued. Valued not for their dollars, but for their efforts and passion for your cause.
Finally, you’ve begun the work of making 2016 a success. You’re telling them that you need them. You’re looking forward to continuing your work together. It says, by working together, WE will make ˜ABC’ successful.
It’s a grand way to start the next year!
Have a wonderful holiday. Thank you for reading and sharing these posts each month. And have a Happy New Year!
This post was inspired by this video from Marc Pitman, The Fundraising Coach. Thanks, Marc, for describing each aspect of raising funds with such clarity, understanding and wit.
Recent Comments