Podcast Summary: The Smart Communications Podcast

Episode 208: How Can You Lead an Inclusive Strategic Planning Process?

Host: Farra Trompeter (Big Duck)
Guest: Dr. Renee Rubin Ross, Founder of The Ross Collective
Date: April 1, 2026

Episode Overview

This episode explores how nonprofit leaders can lead an inclusive strategic planning process, drawing on insights from Dr. Renee Rubin Ross and her new book Inclusive Strategic Planning: A Five-Step Process to Expand Energy, Alignment, and Opportunity. The conversation unpacks the meaning of inclusive planning, readiness for such work, the importance of clear roles and ongoing communications, tactics for effectively sharing plans, and advice for uncertain times.

Key Discussion Points & Insights

What Is Inclusive Strategic Planning? (02:22)

• Definition & Distinction:
  Dr. Ross emphasizes that most books treat planning as a mechanical process—step 1, 2, 3—but often overlook the importance of who participates.

  • “Our voices matter in building our future together… the only way to do that is to design in an inclusive process.” (Dr. Ross, 02:49)

• Essence:
  Inclusion means proactively considering which voices shape the organization’s future, resulting in a more relevant, community-driven plan.

Readiness for Inclusive Planning (03:59)

• Capacity and Stability:
  Organizations should reflect on their readiness—do they have the capacity, stable finances, and programmatic steadiness to engage in a meaningful strategic planning process?
  • “Strategic planning is often changing the tire, driving the bus, making sure the kids are singing along… you’re actually running your organization and at the same time adding in this project.” (Dr. Ross, 04:28)
• Matrix in the Book:
  The book includes a “readiness matrix” of questions leaders should ask themselves before starting a strategic planning process.

Modeling Inclusion Internally and Externally (06:51)

• Behavior Change:
  The way you relate during planning reflects the culture you want to build:
  • “The idea that we’re listening to one another, that your voice and perspective have value, that you know something I don’t…” (Dr. Ross, 07:06)

Step One: Kicking Off – Clarifying Your “Why” (07:23)

• Shared Purpose:
  Starting with motivation—Why are we planning now?—helps surface different stakeholder perspectives and priorities.
  • “Strategic planning is … a one to two to five to nine month gathering… you want to start with saying what’s our purpose in coming together…” (Dr. Ross, 07:56)
• Collecting Perspectives:
  Different reasons emerge for planning (e.g., fundraising, partnerships, facilities), and surfacing these lays the groundwork for a shared vision.

Inclusive Roles: Deciders, Builders, Sharers (09:11)

• Role Definitions:
  • Deciders: Core group (1–5) with final decision authority. Meet frequently to keep the process on track.
    • “These are the people that have the final decision authority for the plan. That’s pretty common.” (Dr. Ross, 10:06)
  • Builders: Larger group shaping the practical vision and goals, often board and staff.
    • “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?” (Dr. Ross, 10:28)
  • Sharers: Individuals consulted via focus groups, interviews, or surveys who provide insight and reflection.
• Benefits:
  Bringing in builders is a less common but powerful addition, making the process more inclusive and gathering buy-in:
  • “It’s really the builders that allows the whole process to be a little bit more inclusive and expansive.” (Dr. Ross, 11:35)

Embedding Communications Throughout the Process (11:47)

• Why Communication Checklists?
  Originated from beta readers’ feedback on the draft book, emphasizing the need for guidance for DIY planners.
• Best Practice:
  Communicate consistently—not just at the end—so that people can connect to the vision and goals throughout.
  • “Don’t wait until the end to communicate… Every step of the process, if you want to build connection…there are opportunities for communication.” (Dr. Ross, 13:07)
• Example:
  Even if all board members aren’t involved, inform them upfront and gather early input.

Sharing the Plan: Internal and External Rollout (15:24)

• External Communication Ideas:

  • Celebrate: “Have a party to celebrate the creation of a strategic plan.”
  • Share Stories: Post videos (e.g., one per strategy) or highlight strategies on social media/website to attract support.
  • “As you’re trying to build supporters, people really want to know: What’s this organization working on?... The more you can share… the more powerful it can be.” (Dr. Ross, 16:23)

• Internal Communication Tips:

  • Implementation Plans: Translate the plan into actionable steps (e.g., using Asana, quarterly benchmarks).
  • Board Role: Define what the board is responsible for in implementation.
  • Capacity Realism: Ensure responsibilities are reasonable—don’t overload leaders.
    • “It’s great to have a vision… but you also need to do that capacity piece too.” (Dr. Ross, 17:57)

• Clarity & Language:
  Keeping messaging clear and concise increases buy-in.

  • “We wound up rewriting it to five pillars in language that anyone could put their heads around… Are we clearly articulating what we want people to understand?” (Farra Trompeter, 18:45)

• Audience Awareness:
  Plans may need different versions or narratives for different audiences (staff, donors, foundations).

  • “Who is the audience for your plan? … Sometimes it might be the staff, other times it’s major donors.” (Dr. Ross, 19:19)

Strategic Planning in Uncertain Times (20:21)

• Scalability:
  Plans can be scaled up or down for uncertainty, but coming together to focus on key conversations remains valuable.
  • “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?” (Dr. Ross, 20:32)

Notable Quotes & Memorable Moments

• On Inclusion:

  • “Our voices matter in building our future together and building a future in which all people can thrive.” (Dr. Ross, 02:52)

• On Readiness:

  • “Strategic planning is often changing the tire, driving the bus, making sure the kids are singing along…” (Dr. Ross, 04:28)

• On Communication:

  • “Don’t wait until the end to communicate. Right. So every step of the process, if you want to build connection… there are opportunities for communication.” (Dr. Ross, 13:07)

• On Capacity:

  • “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 he already had a full time job, you know?” (Dr. Ross, 17:35)

• On Strategic Planning in Uncertain Times:

  • “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?” (Dr. Ross, 20:32)

Timestamps for Key Segments

• Inclusive Strategic Planning: Definition & Distinction – 02:22–03:24
• Readiness Matrix & Organizational Capacity – 03:59–06:25
• Modeling Inclusive Behavior – 06:51–07:23
• Kickoff: The Power of “Why” – 07:23–09:11
• Roles: Deciders, Builders, Sharers – 09:11–11:47
• Communications Checklist & Embedded Communications – 11:47–14:38
• Rolling Out the Plan: Internal & External Tips – 15:24–20:01
• Strategic Planning in Uncertain Times – 20:21–21:13

Final Thought

The episode underscores that inclusive strategic planning is more than a process—it’s a mindset and a set of practices that center diverse voices for stronger, more authentic plans. Success depends on readiness, clarity, structured roles, ongoing communication, and agility in uncertain times.

For more information, visit rosscollective.com for Dr. Ross’s book and resources.