The Top 3 Areas to Address when Transitioning from Strategic Planning to Implementation

Excitement

Optimism  

Enthusiasm 

These are just a few of the words that can be used to describe the atmosphere surrounding the nonprofit strategic planning process. It is a time that unites leadership and teams to collaborate, innovate, and ultimately create a solid plan that will guide the organization into the future. 

But what comes next? 

When the planning process is complete, many nonprofits are left to wonder how to implement the plan and meet the goals that have been set forth. The enthusiasm begins to wane and is replaced with feelings of unease and uncertainly as bigger and more timely decisions must be made. 

If you have felt this shift, then you are not alone. 

After all, it is nonprofit leadership that is responsible for facilitating this transition and sustaining implementation efforts to achieve successful outcomes. This is as much about leaders personally responding to change positively and effectively as it is about them engaging employees and inspiring them to embrace different ways of working or thinking.

While there are various approaches to transition from planning to implementation, our nonprofit consultants suggest addressing the following 3 areas to ensure you are prepared and positioned for success:

Strategic Clarity:

As it is the responsibility of the staff to convert the strategic plan into a business plan, it is essential that all team members understand the details of the plan. Nonprofit strategic plans are designed to move an organization as a whole, so departments or divisions must take ownership and build their individual planning efforts around the strategy.

As this occurs, it is critical that the operational and tactical issues and questions that arise throughout the process be addressed immediately. This can be made more manageable by designing the business planning details in shorter quarterly increments within the 3-5 year strategic plan timeline. 

This is a way of maintaining oversight, testing competency, and ensuring the details remain clear in order to continue forward momentum.  

Personal Clarity: 

As nonprofit leaders develop a more in-depth understanding of the details of the plan and think through the scope implications, then it is time to address their personal role in the process. Personal reflection is a key component of successful leadership as the organization is looking to you to guide and engage them throughout the implementation process.

It is worthwhile to dedicate the time to explore what the characteristics are of a leader that is capable of leading and fulfilling a strategic plan. It is then important to self-reflect and ask yourself what you need in order to be or become that leader. 

Recognizing your strengths, the barriers you unknowingly put forth, and making the necessary adjustments will assist you in navigating the most productive path forward. 

Team Clarity: 

As the details of the plan and self-reflection become clear, the attention then needs to turn to your team. 

Set clear expectations and standards with existing team members, explore the capabilities and talent you will need for the future, and build the foundation of the organization in a manner that will support added levels of growth.

It is challenging to implement a nonprofit strategic plan, but that challenge is what helps shape leaders, teams, cultures, and the overall ability to grow.