5 Common Mistakes
We’ve been guiding organizations through the strategic planning process for quite some time now, and when I was thinking about common mistakes, my first instinct was, “Oh, wow, where do I start?” Then, like any good facilitator, I started grouping them into similar themes and came up with five common mistakes and some tips on what to do instead! Let’s dive in.
Mistake #1: Not setting a timeline or setting one and completely ignoring it
I’m referring to two timelines here: the timeline for the plan-creation process and the timeline for the duration of your plan
Let’s say you have a three-month window to create a new plan before the old one expires. Don’t underestimate how quickly that time can go by! Whether you are working with a facilitator or not, setting timing expectations and deadlines for the planning process is crucial. Three months can quickly disappear. Think about it. First, you need to get a group together for planning sessions (and ideally more than just one day) so you’re working around schedules. Second, you want time to gather feedback from stakeholders, time for breathing room to come back to your plan with fresh eyes, and maybe time for your marketing team to turn it into a presentation for staff. All of those steps take time. Setting deadlines will help ensure it doesn’t slip by too quickly.
Now let’s say you’ve created an awesome, forward-thinking, well-thought-through plan, BUT you don’t create a time frame for when you want to accomplish all of your fabulous initiatives. The plan sits in a drawer or an obscure folder on your computer, and years pass before it gets revisited. That’s possibly years that could have been twice as productive for your organization if your plan had concrete deadlines. Deadlines hold us accountable and create urgency, which helps everyone keep their focus on your organization’s key initiatives and goals.
Mistake #2: Focusing on external factors you can’t control
Your strategic plan is meant to be a guiding light for your organization’s future. If you spend all of your time trying to figure out how to change things beyond your control, you’ll spend a lot of time spinning your wheels (a.k.a., being counterproductive). For example, say your organization wants to double the participation numbers of a certain program over the next four years. You’ve heard from past participants that there is another popular program offered at the same time as yours and people have to make a choice. Rather than grumbling about the other program and all the things they do wrong, focus on how you can improve your program to make it the top choice. Or, better yet, consult further with your participants to discover what brings them to you and promote those things! Your organization has no control over what the other program does and if you can’t control it, it doesn’t belong in your plan.
Mistake #3: Not having enough voices included in the process
There are a few layers to this mistake. One is that you don’t have enough diverse voices within the group putting together your strategic plan. This might be not enough representation across business areas (i.e., having your entire team comprised of sales staff and no one from finance or operations). It might also be a lack of diversity (i.e., gender, ethnicity, age), which is especially important if your organization serves folks within a certain demographic (i.e., serving Indigenous youth without anyone Indigenous on your strategic planning committee will create some gaps in your plan). This could also be a lack of representation across employment levels in your organization (i.e., only having your senior leadership team or board of directors provide input). Although a certain level may create a drafted plan, it’s incredibly important to seek input from the coordinators or specialists who may have tasks to carry out. An ED or CEO might not always know what’s happening on the program delivery level!
Key takeaway: Make sure you have a good group at the table. If that group gets too big, consider who else you need to gather feedback from along the way - could be through a casual chat or staff-wide survey.
Mistake #4: Not thinking big enough
This is such an easy trap to fall in. Yes, you want the strategic plan to be within reach but don’t confuse within reach and easily reachable. A good strategic plan should include a bit of a challenge. That’s where growth happens! I often see this when groups start flushing out their key initiatives. For example:
Small thinking key initiative: Find more volunteers
Small thinking action step: Create a list of current volunteers (this is just an admin task!)
Bigger thinking key initiative: Develop a volunteer recruitment strategy
Bigger thinking action steps: Consult with current and former volunteers to better understand their motivation for volunteering with your organization
Also, keep in mind that a strategic plan is a multi-year overview of how you’re going to reach your goals. If each of your action steps can be completed within an afternoon, it’s a good indicator your thinking is too focused. Zoom out and think bigger!
Mistake #5: Not hiring a professional facilitator
Strategic plans are an undertaking. They require time, focus, and creativity. I often see organizations trying to take on this process themselves, and at least one of the things I’ve listed above happens as a result. Professional facilitators take the weight off of your shoulders. For in-person facilitation, all it requires is a few days of dedicated time and an openness to thinking creatively, and when all is said and done, you’ll have a completed roadmap for your organization's next few years.
I’ve seen these mistakes and more over my years as a facilitator, and I’d love to help you avoid them! Whether you’re looking for in-person facilitation, a how-to guide on strategic planning through my Strategic Plan Development Program, or some simple tools to get you started, Mosaic Engagement is here to help. Get in touch if you have any questions at all regarding strategic planning (it’s kind of my jam).