Beyond Strategic Planning:
Imparting new life to your governance and executives
Everyone can use a chance to recharge their batteries every now and then. In today's nonprofit sector, the need to "recharge" organizations has never been greater. Though it has a powerful mission and does great work, the entire organization is often exhausted from all that needs to get accomplished with fewer and fewer resources.
The challenges in today's nonprofit sector are daunting at times and many wonder how they will survive, let alone succeed.
One of the traditional ways to "recharge" your organization is the strategic planning process. These types of engagements often begin with high hopes, but conclude in disappointment with little achieved and end up collecting dust on some executive's shelf. This disappointment is often the result of :
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Earlier this month I had the privilege of conducting a Board Retreat at Princeton University for Princeton Internships in Civic Service (PICS), An Alumni Initiative.
Here's what their Chairman, Chuck Freyer, had to say about the experience:
"We are deeply in your debt for a highly successful retreat this weekend. We achieved consensus on far more specifics than I had dared to hope for before yesterday. I attribute this success in large part to your skillful but understated management of the process You listened to our concerns, embraced our goals, and skillfully built a consensus for them among our quite disparate board, all while living within our tight budget. You engaged the entire board, and let them express their thoughts but without allowing any of them to dominate or take us on tangents. You kept everyone thinking, but also smiling. You are a true professional."
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