About 2,500 years ago, Chinese military strategist, Sun Tzu, wrote “The Art of War.” In it, he said: “Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.” Tactics and strategy complement each other in every way! And this applies to the work of a nonprofit institution. 

It is a privilege to work with so many nonprofits that are deeply committed to growth and creating true impact. Many organizations approach us at Sursum because they want to simply ‘raise more money’ and, often, they come to us with a clear idea of exactly what they want us to do –write better appeals, hire more major gift officers, introductions to resourceful philanthropists etc. All potentially effective tactics but close to meaningless if the organization has not defined strategic priorities. Over the years, this is usually where the organization stumbles, believing planning will feel like a root canal, believing they just need to tactically ‘do more’ or ‘work harder’. Great tactics will never replace strategy; however, tactics and strategy are complimentary. Strategic planning often connects the dots for institutions. 

Role of the Board 

Within every successful and impactful nonprofit, you will find a clear strategic plan or a set of priorities, a vision that guides and a mission that motivates. At the core of these institutions are the nonprofit boards, whose leadership role in shaping and steering the organization’s future cannot be overstated. The importance of boards in creating a strategic plan is multifaceted, extending from clarifying the organization’s mission and casting a compelling vision to engaging stakeholders in a journey towards meaningful impact.

Clarity of Mission

A nonprofit’s mission is its ‘reason to be’, the underlying purpose that justifies its existence. It’s what attracts donors, inspires volunteers, and resonates with the community it serves. The board’s first responsibility in strategic planning is to ensure that the mission is not just a statement on paper but a clear, actionable directive that permeates every aspect of the organization’s activities.

To achieve this, boards must be involved in a committed process of reflection, discussion, and refinement of the mission statement. This ensures that the mission remains relevant and powerful, particularly in a world where needs are always evolving and mission creep, a gradual shifting of objectives, is real. A well-defined mission provides a solid foundation upon which all strategic planning can be built.

Casting Vision

While the mission is always rooted in the present, the vision is a compelling picture of the future. It’s what the nonprofit aspires to achieve in the long term, the ultimate change it seeks to make in the world. The board’s role in casting this vision is critical; it requires foresight, imagination, and a deep understanding of the organization’s capabilities and potential.

An effective vision guides strategic decisions and will often provide a source of motivation during challenging times. It’s the board’s duty to communicate this vision clearly and passionately, both within the organization and to the external community, rallying everyone around a shared goal. And the best way to clarify mission and cast vision is undoubtedly….

Engaging Stakeholders 

The journey towards realizing a nonprofit’s mission and vision is not a solo endeavor; it requires the active participation of various stakeholders, including staff, volunteers, donors, strategic partners and the community. This is typically the second stumbling block that I have witnessed in institutions: nonprofits that believe they can go it alone. They convene the Board and write a strategic plan; without stakeholders, without community, without staff. It’s a missed opportunity on many levels, but primarily in lack of connection and engagement.  It is the board’s responsibility to engage these groups in the strategic planning process, ensuring that their insights and contributions are valued and incorporated.

Stakeholder engagement can take many forms, from surveys, interviews, task force committees, to town hall meetings and collaborative workshops. By involving stakeholders, the board can foster a sense of ownership and commitment to the strategic plan, creating a powerful alliance that will drive the organization forward. 

Conclusion: The Board as Architect

Nonprofit boards must ensure that the mission is clear, the vision is inspiring, and the stakeholders are engaged, orchestrating a strategic plan that resonates with purpose and promise.

A nonprofit board that embraces this pivotal role can transform strategic planning from a mere task into a dynamic and engaging process that energizes the organization and amplifies its impact. As stewards of the nonprofit’s future, board members have both the opportunity and the obligation to craft a strategic plan that not only clarifies the mission and casts the vision but also engages every stakeholder in the process of making a difference.