B (3:24)

Great. And you know, strategic planning processes. I've been part of them as a board member, as a volunteer, as a consultant who presents as part of a strategic planning process, they can be pretty intense and oftentimes, you know, adding in a layer of inclusion. While people may agree it's the right thing to do and may not be ready for it for various reasons and it might not be right for all organizations. And you actually talk about this in the book and I'd love you to speak about it here on the podcast. How can organizations know if they're ready for an inclusive strategic planning process?

C (3:59)

Yeah, well, that's really interesting. I guess I would argue that you're always going to go, you know, if you can slow down and be inclusive, you're always going to go further. And because what you're going to get at the end is a lot more buy in, a lot more connection, even just a lot more understanding of, of why we are choosing the goals and strategies and direction that we're choosing. But I do in the book have this, this matrix that, that asks leaders to reflect on some questions. You know, are you, are we ready for planning? First step is to say, you know, what's our capacity? One thing is, you know, strategic planning is often changing the tire, driving the bus, whatever your metaphor is, also, you know, making sure that the kids are singing along. You know, so you're doing a lot. You're, you're actually running your organization and at the same time you're adding in this project, which is a planning project. So first reflecting on, you know, do you have the capacity for planning? And then second of all, looking at your stability of your finances and also your program and reflecting on that as well. I did get an inquiry recently from an organization, you know, sadly, in these times that this is happening a lot, that was about to lose some very large funding and then said, we think now is a good time for strategic planning. Now is a good time for some planning, but not for building a three to five year strategic plan. What you want to do if you're in that moment of financial instability is do some, some more short term planning. Right. And, and again, as inclusive as possible. Really asking people in an expansive way, what might some sources of, you know, funding be and what do we want to do, given the challenging moment we're in, what do we want to do? So strategic planning, I mean, it's funny thing in the, in the book I mostly talk about building a longer, let's say three year plan, but sometimes people do reach out and when they're talking about thinking strategically, it can be smaller or bigger depending on the circumstance you're in. So I guess the short answer is in the book there's a matrix that asks leaders to reflect on a couple of questions about readiness for planning.

B (6:25)

And I'll just say I agree with you, that is always worth time to bring in inclusion. Right. So just in that conversation I realized I could have stated the question a different way, but I agree with you that readiness might be more about the planning itself. And then ideally, assuming your culture does value different voices and is considering who's in the room and who's making decisions, that can come into branding, that can come into planning, that can come into all the different things that we're doing.

C (6:51)

Yeah. So my background is, is in education and I do think a lot about behavior change. How do we model internally, you know, the way that we want to be together and then bring that out to the world too. Right. So the idea that we're listening to one another, that your, your voice and perspective have value, that you know something that I don't know, and putting that all together in a structured way, you know, we could build a vision that is quite useful and relevant and compelling to our community.

B (7:23)

So I love how easy it is to follow the steps in your book and I want to spend a little time with step one, kickoff. And in that you highlight the importance of organizations clarifying their why. What is it about defining motivation and setting a shared purpose that is crucial to getting started with inclusive strategic planning?

C (7:42)

Yeah. Thank you for the question. So many people talk about Simon Sinek starting with the why. Also Priya Parker talking about having a gathering and saying why are we gathering? And I think of in some ways strategic planning is this, you know, one to two to five to nine month gathering. And you really do want to start with saying what's our purpose in coming together and having these conversations. In the book I share a very like detailed way to lead this conversation, but it's not that complicated. It's really just a Matter of saying, what are we noticing? And given all of that, why do we want to do planning? Now, the thing that's really exciting about it is that people have different perspectives. One person says, you know, we need to do planning because we need to improve our fundraising. We need to. We need to do planning because we have these opportunities with these partners, or, you know, we were thinking about investing in a new facility, but people kind of come into the room with different ideas. And even just hearing those ideas and collecting them gives the group as a whole, first of all, an appreciation for each other and. And also a sense of, yeah, wow, this was on my mind, but I didn't know that. That Jose also was thinking that. And given that, wow. All right, there. There's more desire for clarity than. Than I realized.

B (9:11)

And one of the other pieces that you also talk about as part of kicking off is really about thinking about who's doing what. And you suggest roles for how people should engage in the process, particularly deciders, builders and sharers. So I love those phrasing. And I was wondering if you could talk about what each of those roles are, what maybe their responsibilities or expectations are, and what are the benefits of bringing in this approach of deciders, builders and sharers.

C (9:41)

Yeah. Yeah. Thank you. So concentric circles. The. The deciders are in the middle. So when we lead a process, usually we meet with the deciders. It might be somewhere between one to four or five people. We meet with them every two weeks to keep the project on track. These are the people that have the final decision authority for the plan. That's pretty common, I think, to have deciders in strategic planning. Actually, what's not as common is the second layer, which we call the builders. And what builders do is builders. Answer the question. What do we want to see in place in the next three to five years as a result of our actions? That's the practical vision. So they're building the vision for the organization, and they're also working on the goals that they're going to be carrying out. The deciders might be the executive director and board president, or if it's a small org, might be a couple of board members. And then the builders is a much larger group. It could be anywhere from, you know, even over 50 people, the whole board and staff, or just. Or the leadership team and some of the board. So it's really the people who are going to be working on, who are going to be doing the work going forward and get to say, hey, this is what I've seen. Here's the community needs that I've identified. And here's some challenges, and here's what I want us to be working on. And also here's some realistic goals. You know, I don't think we can raise $3 million next year. Sorry. You know, I think we're. You need to scale that back. So those are the builders, and then that third group is. Is the sharers. So that's you people who are consulted in focus groups and. And interviews or surveys. So, again, I think most processes have the deciders and the shares. It's really the builders that allows the whole process to be a little bit more inclusive and expansive.

B (11:47)

Well, I appreciate that you weave communications throughout the book, so obviously, thank you for including our friends in communications as we think about strategic planning. And you have communication checklists offered throughout the process. What made you bring in these checklists? And can you talk a little bit, maybe share some examples of what the communications checklists are?

C (12:08)

Yeah, so I'm gonna just be honest. Why not, you know, and. And talk about how the. The book emerged as an inclusive process? So where. Where it started was I was trying to have something to explain to or potential clients about what strategic planning is. But I. I wanted to get some feedback, and so I opened it up to beta readers, some of whom I know and some of whom I don't know. A lot of them are people who are working in nonprofits. In the end, I had about a hundred people who signed up to be beta readers and about 30 who. Who read the manuscript. The feedback that I got was, first of all, that what I had in there could be useful for a lot of people who were doing this process on their own. But I needed to shift the tone a little bit and just make it more about how some of your listeners would be moving through strategic planning on their own. So given that, one of the things that came out was the idea that you know that throughout the process, if you're really going to do this in a thoughtful way, it is so helpful. And I'm sure that this has come up so many times on your podcast too. Don't wait until the end to. To communicate. Right. So every step of the process, if you want to build connection to what's in your goals and strategies and to your vision along the way, there are opportunities for communication. So that's really how it came out. How that got included was a question from some of these beta readers around. What could we be communicating? And then me thinking, oh, my gosh, you're right. Absolutely. This is something that Our clients are doing so. So, for example, just for example, you're about to kick off strategic planning, even for people who aren't involved in, who aren't going to be builders. Maybe you're not involving all your board members, only some of them. You can still have a conversation with the board and say, we want to let you know we're going to be doing strategic planning. Here are some of the questions we're going to be working on. We're going to be talking about funding and facilities, and if you have anything you want to share with us, some of you will be part of focus groups or interviews, but we also want to hear if you have some thoughts. In each part of the process, from the beginning to the end, there are opportunities. There are lots of keep keeping you in business.

B (14:33)

Thank you so much for that.

C (14:35)

Lots of opportunities for communication.

B (14:38)

No, I appreciate we often have conversations here on the podcast and certainly with each other and with our clients, about the value of bringing communications in throughout a process, but at the beginning and not the end. So thank you for incorporating that. But speaking of the end, toward the end of the book, you do talk about developing internal and external communications about the strategic plan, which of course resonated with me. And at Big Duck, we've worked on several projects over the years where we've helped organizations frame and roll out their strategic plan to different community groups. We've also helped people use the strategic plan to kickstart a major fundraising campaign. And I'm just curious, in the spirit of internal and external communications, what are some tips you have for how organizations might share the strategic plan internally and externally?

C (15:24)

Yeah, so. And I love your ideas as well. So starting with external, you know, have a party. Have a party to celebrate the creation of a strategic plan. Post on social media, we just finished with Construction Trade Workforce Initiative. I noticed they, they did a series of videos that they put on LinkedIn and other places. Each video highlighted what one of their strategies. And this is all about, you know, union organizing and workforce development, bringing careers to people who might not have the opportunity to have these careers in construction and other areas. So website, you know, certainly creating a section of your website where you talk about your strategic plan. I think that as you are trying to build supporters, people really want to know what's this organization working on? I have no idea. You know, so the more that you can share and kind of do that storytelling around the these goals and strategies, the more powerful it can be. So that was the external piece and then internally we have a lot of conversations around how you shift from something that is on paper to something that becomes part of your work. People use different systems. Sometimes people are using, you know, like asana, people use raci. But when we do planning with clients, we do create a one year implementation plan with quarterly benchmarks so that there's a sense of what's going to happen each quarter. There's also should be a conversation for the board. Right. What is the board implementation plan and what pieces might the board be responsible for? So yeah, lots of opportunity. But I think it's like again, knowing that I say it in the book, most of the time, if you've done a good job, you will have more ideas at the end of planning because people are inspired, people care about the work and kind of goes back to who is responsible. We had a situation where a client came up with a strategic plan and then the ED was going to be responsible for 12 new projects. Okay. And. And he already had a full time job, you know, so he, he pretty much figured out that wasn't going to work. And, and then, you know, they had to think about, all right, is there someone else that they could bring on board who would possibly be responsible for some of this? Or does some of what they thought would go into the first year need to be moved into the second year? Know, again, that's part of. It's great to have a vision, it's great to have ideas, but you also need to do that kind of capacity piece too.

B (18:11)

Yeah. And some of the other ways we've thought about communications too is even just simply the language of the plan. We once had a client we were working with shared with us an 11 slide deck that had 11 different pillars on their strategic plan. Actually, excuse me, I think it was 45 slides about 11 pillars. And we were just like, no one's going to be able to hold this.

C (18:33)

Yeah.

B (18:33)

We wound up rewriting it to five pillars in language that anyone could put their heads around. I think sometimes, you know, I know mission and vision statements are often written in strategic planning processes. And when they're done kind of in a bubble of a board or a small committee, sometimes it loses the ease of understanding. It starts being very jargony. And so again, this is another place to bring someone in from a communications perspective to say, what are we clearly articulating what we want people to understand and take away from this? Or are we making it even harder and therefore not useful?

C (19:07)

Yeah. And I think it is really interesting, like who is the audience? Who's the audience for your plan? You know, and, and people have had different answers. You know, sometimes it's like the audience for our plan. And so it depends on the culture of the organization. Our audience is the staff, and we've all come together as a group, we've built these goals, and now we want. In the document that we create, we're actually going to create some narrative around the meetings that we had, the conversations, what we learned about what's going well and what we still need to put more focus on and what our vision is. So sometimes it might be the staff, other times it's like the audiences are major donors and we want to hand this to them and foundations who have been asking us for a strategic plan. So kind of like thinking about, okay, well, depending on the audience, and maybe there's a few versions too. What do we need to explain?

B (20:01)

Yeah. Well, I hope this conversation has sparked at least one idea for everyone listening when it comes to your strategic plan. And if you want more, be sure to visit the roscollective.com to learn more about inclusive strategic planning and to get the book. Well, Renee, before we go, is there anything else we haven't talked about that you'd like to share with our listeners?

C (20:21)

Yeah, I think one of the questions I'm getting these days is, wow, we are living in very uncertain times. Can you still do strategic planning? And first of all, you can look at the matrix, but I will say that at any time it is so important for people to come together and say, what are the most important conversations for us to have? Now the answer might be yes, we need a plan to focus our work even in this uncertainty and to stay focused. And it might be a, you know, one year plan, it might be a three year plan. These kinds of processes and kind of scale up and down. But if you know that you have the capacity, then doing strategic planning can really be valuable to just stay focused on what's most important to all of us.

B (21:13)

Great. Well, thank you for that and thank you for being here today. And I hope everyone has a planful rest of their day.

C (21:20)

All right, thank you.

A (21:23)

Are you a fan of this podcast or Big Duck's other resources on non profit communications? If you are, we'd love to hear from you. Please drop us a line by writing to helloigduck.com to tell us what you're working on and what topics you need help with. We also welcome getting your feedback via reviews. You can review this podcast wherever you listen. We'd love to hear from you.

B (21:45)

You. This is the Smart Communications podcast. Developing the Voices of Determined Nonprofits brought to you by Big Duck.

A (21:53)

Big Duck is an agency that puts smart communications in the hands of nonprofits. We help our nonprofit clients develop strong brands, strong campaigns, and strong teams that advance their missions and achieve their goals.

B (22:06)

Connect with us@bigduck.com Sam.