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CLARA BARTON DISTRICT,
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Newsletter: March 2015 


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The End of Strategic Planning

Doug Zelinski by Doug Zelinski, Leadership Development Director

 

Smaller congregations in many denominations are struggling to survive. This doesn't mean they are necessarily "doing church" badly. But it does mean they need to do church differently. Intuiting this need, church leaders often begin gearing up for a strategic planning process.

 

Strategic plans have been viewed as the epitome of responsible church governance since the 1970s, however... That view is shifting. Experts now speak of the "death" of strategic planning so frequently we thought it fitting to summarize their views in the following obituary.  

 

[ CONTINUE READING ]
 

Resources for Further Exploration

Adaptive Strategy

 

BLOG: The Strategic Plan is Dead. Long Live Strategy.

A simple overview of the shifts underway from classic to adaptive strategy. 

 

UPCOMING WORKSHOPS: "The Future of Small to Mid-Size Churches" presented by Doug Zelinski.  
Offered on two dates in two locations:

The Agile Church

BOOK:  The Agile Church: Spirit-Led Innovation in an Uncertain Age by Dwight J. Zscheile

Describes how church leaders can move from seeing institutions as ends to be preserved towards innovating and experimenting to make good mistakes.

 

FEATUREThe End of Strategic Planning    [continued from top]


 

Mr. Strategic Plan quietly passed away in the first decade of the 21st century. He was born many years ago in a military camp, later adopted by businesses, and then spent his last years among non-profits and churches. He flourished in a time marked by its slower pace and greater institutional resources. He believed that tomorrow would turn out to be much like today and that with enough data and a clear, sure sense of self he could chart the best path forward into the distant future. Upon exposure to social and cultural shifts, Mr. Strategic Plan took ill and went into isolation. He was neglected in his last years and his death is only now being noticed in some quarters.

 

Mr. Strategic Plan is survived by many agile, shorter-term, best-guess strategic actions launched from a common ground, driven by individual or small group passions and coordinated just enough to reveal the congregation's evolving understanding of its role in the world.

 

 

In this moment, the trend is away from massive, linear, comprehensive plans that define a specific future and the steps to get there, toward agile, bold actions plus reflection that move us now into our destinies. Direct those actions toward creating Beloved Community and practice a reflection that is spiritually centered, and you have the new way of framing congregational strategic planning.

 

This reframing eliminates the long search for a single set of all-inclusive goals perfectly balanced to achieve unanimous approval by the congregation. Instead, leadership creates a framework that supports groups of congregants passionately engaged in the community to give and receive gifts of service, hope, and love. For church leaders, this reframe is both a shift in thinking and a shift in behavior.

 

The Big Shifts in Strategic Planning

 

The biggest mind-shift may be giving up the idea that we can continue to do what we already do­, except more and better. Common expressions of this mindset include, "We just need" [more members, bigger pledges, the right minister, a revised governance structure or bylaws, or a larger draw on the endowment]. Good leaders are already squeezing benefits from doing the familiar. But if we meet only these kinds of needs the future will arrive, welcome or not, and tell us to close our doors for good.  Strategic thinking is a shift in stance from knowing to not knowing and from the familiar to the unknown and maybe even the risky.

 

With this reframe, the biggest shift in leadership behavior may be away from a top-down approach with the board gathering data and then determining goals. Instead the board equips its members to become instruments of strategic thinking and exploration as they minister out in the community. Shifts are not just top-down to bottom-up but also inward focused to outward engaged.  The most critical strategic information about a congregation's future lies in active engagement outside of its walls.

 

This reframe of strategic planning also requires shifting from:

  • Slow and deliberative to nimble and experimental
  • Comprehensive and unanimous to targeted and personal
  • Knowing the "right" path to learning from success and failure

 

These are a lot of shifts and the question of "How?" surfaces almost immediately. New England Regional staff will share what we are learning about this reframing and answering the question "How?" at our upcoming event "The Future of Small to Mid-Sized Congregations" happening April 18 in Reading, MA and again on May 2 in Springfield, MA . You can read more and register for either of these events on our website.  

 

We invite you and your congregational leadership team to join us as we explore how best to chose your future before it chooses you.

 

 

 

Gratitude and Appreciations

 

Special thanks to Hilary Allen, Congregational Development Director for the Northern New England District for her partnership in exploring this topic. We are grateful for the expertise and companionship of the following church leaders as we continue reframing strategic planning for our New England congregations.

 

Gregg Baker - First Parish Church of Groton UU, MA

Renee DeWolf - Hopedale Unitarian Parish, MA

Ann Dinsmoor - First Parish in Brookline, MA

Todd Herrmann - Unitarian Church of Barnstable, MA

Rev. Jeanne Lloyd - Mattatuck Society, CT

Rev. Bev Waring - Hopedale Unitarian Parish, MA