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Making Online Strategic Planning Fun 8 2022.pptx
- 1. Making Online Strategic Planning Fun August 4, 2022
- 2. Carol Hamilton Grace Social Sector Consulting gracesocialsector.com Host: Mission: Impact podcast
- 4. Behaviors that cultivate learning • Stay curious • Stay in the here and now • Ask questions • Take notes
- 5. Goals • The advantages of doing strategic planning online • How to make online planning work better and be fun! • Avoiding common pitfalls
- 6. Agenda Online strategic planning advantages Making online planning fun Avoiding common pitfalls
- 7. Photo by Element5 Digital from Pexels Polling
- 8. What comes to mind when you think of strategic planning? Go to mentimeter.com And add code 9649 2867
- 9. Traditional approach Photo by from Christina Morillo onPexel
- 10. Making Decisions
- 11. Hitting cognitive load Photo by Edmond Dantès: https://www.pexels.com/photo/a-man- resting-on-the-chair-with-his-eyes-closed-8069137/
- 12. There is a better way… Photo by Jan van der Wolf: https://www.pexels.com/photo/a-red-and-white-arrow-sign-on-a-corrugated-steel-wall-10202518/
- 13. Photo by Caleb Roegnick “A systematic process through which an organization agrees on and builds key stakeholder commitment to priorities that are essential to its mission and responsive to the organizational environment.”
- 14. Regular project check ins Strategic Planning Process 14 Kick off Data Gathering & Analysis Planning Sessions Finalize plan & Implementation Review documents Finalize work plan & time line with Strategic planning committee Identify stakeholders and plan discovery Interviews Focus Groups Surveys A series of planning sessions to: • Review and discuss implications of discovery findings • Scan the external environment and identify trends most critical to organization • Envision the organization’s future • Identify and agree on major goals, action steps and key success indicators for organization for next 3-5 years • Review organizational mission, vision & values and update as necessary. Support Strategic planning committee’s plan refinement and staff’s Year 1 implementation plan development
- 16. Build Shared Under- standing Photo by Jason Goodman on Unsplash
- 17. Toggling between small and large group Photo by cottonbro: https://www.pexels.com/photo/green-tennis-ball-on-the- tennis-court-5740515/
- 18. Align on goals
- 20. Time to think Photo by Los Muertos Crew: https://www.pexels.com/photo/elderly- woman-busy-writing-7260645/
- 21. More affordable & accessible Photo by cottonbro: https://www.pexels.com/photo/person-putting-coin-in-a-piggy- bank-3943716/
- 23. Agenda Online strategic planning advantages Making online planning fun Avoiding common pitfalls
- 24. Photo by Element5 Digital from Pexels Polling
- 25. Online meetings can work! Photo by Cristian Rojas from Pexels
- 26. Plan ahead Photo by Negative Space from Pexels
- 27. Photo by Pixabayfrom Pexels Match tech tools with participant skills
- 28. Educate your self and your participants Howto Photo by Lukas from Pexels
- 29. Ask for their focus Photo by meo from Pexels
- 30. Signal your turns Photo by PhotoMIX Ltd. from Pexels
- 31. Create a visual focal point Photo by Pixabay. from Pexels
- 32. Online Brainstorming options • Mural • Miro • Jamboard Photo by Linda Eller-Shein from Pexels
- 34. Lower tech notetaking options • Google docs • Zoho suite on online tools • Microsoft Office 365 Photo by bongkarn thanyakij from Pexels
- 35. Typical Agenda Getting Grounded Review of Session 1 Environmental Scan Visualizing the future Next Steps
- 37. Key takeaways from last session Photo by Pixabay from Pexels
- 38. Technology check
- 40. Agenda Online strategic planning advantages Making online planning fun Avoiding common pitfalls
- 41. Photo by Brick 101 Photo by Element5 Digital from Pexels Polling
- 42. Not Ready for Change Photo by Ross Finden
- 43. Lacks Buy in Photo by Ilia Noe
- 44. Lacks Data
- 45. Not Grounded in Reality Photo by Greg Rakozy
- 46. Too Complicated Photo by Markus Spiske
- 49. Increase Your Likelihood of Success Photo by Ambreen Hasan
- 50. Assess readiness
- 51. Build Buy In
- 52. Build in Data Gathering & Analysis
- 53. Allow enough time Photo by Ron Lach from Pexels
- 54. Balance Stretch goals with reality Photo by cottonbro from Pexels
- 56. Agree on a monitoring & tweaking process Photo by IA SB on Unsplash
- 58. Takeaways Finish one of the sentences: • I learned… • I re-learned… • I plan to… • I was surprised by… • I appreciate…
- 59. Photo by Element5 Digital from Pexels Polling Go to mentimeter.com And add code 9649 2867
- 60. Be in Touch here: Carol Hamilton Principal Grace Social Sector Consulting info@gracesocialsector.com gracesocialsector.com Check out the Mission: Impact podcast Learn More
- 61. Photo by Hanny Naibaho
Editor's Notes
- Carol… 20 Nonprofit experience American University Masters Organization Development
- Carol Please introduce yourself to the group Name Role Organization
- Mentimeter
- Most people think of strategic planning as a marathon 8- or 10-hour or 2-day retreat. You process lots of information, discuss, debate and brainstorm. You have lunch brought in so you can work without a break. You fill flip chart after flip chart with ideas.
- This process should foster some honest conversations. You have looked at the external environment that the organization is operating within and then looked under the hood and examined the organization from a variety of vantage points. This may have brought things to the surface which may have previously been undiscussable. Now you need to move to making some decisions – choosing what they major goals will be for the organization over the next several years. The big goals – no more than 5 – that will shape where you expend energy and guide where resources will be used.
- Then, around mid-afternoon, when it’s time to start making important decisions, you’ve hit cognitive load. You’re mentally and physically spent. But there is a better way!
- What is strategic planning? A systematic process through which an organization agrees on and builds key stakeholder commitment to priorities that are essential to its mission and responsive to the organizational environment. Strategic planning for nonprofit organizations Michael Allison & Jude Kaye
- Questions? Comments
- Questions? Comments
- If an organization doesn’t really want to make the changes that a few are advocating in the organization or is not willing to make hard choices, the plan will likely fail This relates to whether stakeholders are truly bought in to the new vision
- One of the most common mistake is ending with a plan that lacks buy in from key stakeholders. The organization rushed the input process – or started small thinking it would be more manageable – and thus only included those in leadership – leaving those who will actually have to implement the plan – more junior staff and volunteers out of the input and discussion process Maybe these stakeholders are asked for their input at the end of the process – and people asked for their input after the major work has been done are likely to feel like this is a proforma request. Even if the document says “draft”, it usually feels like there is not a lot of room for change. As a result, the feedback you receive is often superficial and key stakeholders do not feel invested in the organization’s new strategic direction. It is often a case of too little engagement or too late This is the mistake that most commonly results in a plan that just sits on the shelf and doesn’t get used – giving strategic planning itself a bad name
- Another common mistake is relying on anecdotes rather than gathering substantial data through the research process. Or ignoring data that is unwelcome that might lead the group to question their assumptions.
- Another common mistake is disconnecting with reality. The plan has goals that are way out of reach or too lofty for the organization. They don’t take into consideration the capacity limits or just add on new things and make no decisions about what to stop.
- This can go for the plan itself - it can get into too much detail – have too many interdependencies And this can apply to the process – the process goes on so long and is so intrict that you lose momentum and people are so tired by the end they don’t have the energy to operationalize the plan So Keep it simple! Related to this is being too inflexible – or too prescribed – too detailed over too long a period.
- This is the other really common challenge that has plans stay on the shelf. Not connecting it to your regular management practices in terms of staff work plans and budgeting. Also not creating a process for monitoring progress and making tweaks as needed. I worked on place where there was a lot of effort to connect what volunteer groups were doing to the strategic plan yet the plan had no impact on staff work plans. In surveys of consultants working with organizations on strategic plans this is one of the most frequently mentioned challenges.
- Conversly to making your process too complicated – organizations can also get themselves into trouble when they under estimate and do not allow enough time and resources to be put aside for the planning process This can lead to a superficial analysis that can ends up with business as usual
- Make sure you have buy in – include your stakeholders early and often Have a plan from the start on how you will operationalize the plan Build solid data gathering and analysis into your process Allow enough time for the process Keep your stretch goals grounded in reality – strike a balance Keep it simple Keep it flexible Institute a process for monitoring progress and tweaking as necessary
- Both qualitative and quantitative What is your current state – What strengths do you have to build on What areas need attention?
- Questions? Comments