Bad plans simply restate whatever the organization is currently doing and adds 10% or 15% more. Effective plans come from a planning process that is fearless. Fearlessness allows the organization to consider its mission and vision and honestly assess the size of the gap between what is and what could be. And then plan to close that gap as efficiently and effectively as possible.
Bring fearlessness to every aspect of your planning process.
- Be fearless in cutting free the deadwood. Creating a ‘stop list’ is far more difficult than brainstorming new and exciting initiatives. It takes courage to assess a program and determine that it is no longer serving your mission or contributing to your financial stability. It takes guts to stop doing something – it forces change, it requires communication, it can make the staff and leadership question their assumptions and skills.
Understood, there may be fallout from participants or donors. However, a careful plan of communication can help you anticipate concerns and identify important stakeholders in the decision. Your organization has the responsibility to use its resources effectively. Freeing staff to focus on what IS working can multiply the impact of those programs. It can also focus your team on building success instead of shoring up sacred cows.
- Be fearless in questioning how stable or unending your funding sources are or will continue to be. 2020 taught us many lessons, including that the unthinkable can happen. Public funding sources change their rules and practices continuously. Private donors shift their interests in new directions. Foundations change their funding priorities. Do you have a diverse stream of support? Have you assessed how long each component may continue and at what level? Do you have other possible sources in play? Your plan should provide for these inevitable shifts.
- Be fearless in seeking out partners. Going it alone is not always the best service design and delivery strategy. Seeking out partners is the flip side of ‘heroic leadership’ -which only works until the leader is burnt out or leaves the organization. Networks, partnerships, and joint ventures recognize that your organization doesn’t have to be expert in everything in order to bring value and impact to the community it serves. Focus your resources on what makes your organization unique, and find partners who have compatible strengths and complementary weaknesses. Both organizations will benefit.
- Be fearless in planning and conducting grassroots and state-level advocacy. Philanthropy is powerful, but it pales beside the impact – positive or negative-a change in rules, payment structures, or legislation can have or your organization. Advocacy occurs at all levels. At the local level, advocate for inclusion in important discussions that impact your services. At the state level, advocate for visibility in legislation, rule making, and access to funds. At the federal level, advocacy is key to changing laws that harm your constituents, or undermine your ability to provide services.
Up next- Delegate and set smart objectives.