I often get asked this question from the nonprofit organizations I work with:
"What are one or two things we can do to increase success related to implementing our strategic plan?
My response is surprising to some leaders. Here's why:
I find that nonprofit organizations usually get to the end of the strategic planning process with a clear vision and a roadmap for implementation. Throughout the process, I facilitate discussions to get my clients thinking about how to make the vision and strategy actionable, fundable and tied to the nonprofit's mission. Then we work together to help them really think about how they will “live” the plan.
What doesn’t always happen, though, is that same process within the board.
The board is naturally less involved in the development of the strategic plan and understands that it's management’s role to determine how best to implement.
However, I’ve rarely had an engagement where the board didn’t also need to do some work to determine how it is positioned and functioning to support the nonprofit's success.
So, what's surprising to some leaders when I answer their question about what they can do to increase the success of implementing their strategic plan is how much focus I put on the role of their boards.
Specifically, I encourage my clients to take three action steps that will help to make sure their board is prepared to support the nonprofit's strategic plan:
Action Steps
Assess Board Composition: As the organization sets a new strategy and vision for the future, this provides a great opportunity to assess whether or not the board has the requisite skills to support the organization in the future. Chances are, if the strategy is bold and ambitious, you’re going to need to add and enhance the board to reflect the vision. Take a look at the strategic plan with a critical eye to identify what skills, expertise, experiences and representation are needed on the board to achieve the plan's goals. Then analyze and determine whether or not there are gaps in the board that need to be filled.
Evaluate Board Structure: Most boards get their work done in committees and then bring topics to the full board for discussion and decision-making. During the planning process, the board should look at the existing committees and determine whether those align with the goals and direction of the strategic plan. Does the board need to form a new committee or task force to bring focus to the work? This is also a good time to consider if a committee still is relevant. There’s nothing worse than serving on a board committee that doesn’t have real and meaningful work to do.
Enhance Board Function: As the strategic plan is being developed, it’s a great opportunity for the board to button up how it functions. This is a great time for the board to review its bylaws, reaffirm how decisions are made, review board committee charters and ensure that communication tools and systems are in place. This type of work can be highly detailed and a bit of a slog. However, it’s important work. Board bylaws aren’t just legal documents. They provide a road map for the organization. Committee charters, decision matrix and committee minutes not only facilitate the work of the board, they enhance its effectiveness.
