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Nonprofit Hub Radio
Whether starting a nonprofit or taking an existing cause to the next level, The Nonprofit Hub Radio Podcast is about breaking down how nonprofits can grow. Each episode features an interview with a sector star with insight, stories, or ideas that can take your nonprofit from good to excellence. Join host Meghan Speer every week to make your good go further!
Nonprofit Hub Radio
Unlocking Nonprofit Success: Strategic Planning and Inclusivity for Lasting Impact
Ever wondered why your nonprofit's strategic plan isn't bringing about the change you hoped for? Join Meghan Speer as we promise to unlock the secrets to effective nonprofit strategic planning with Carol Hamilton, a true veteran in the field. In this episode, we dissect the real purpose of strategic planning and dismantle the myths that can lead organizations astray. Carol shares insights from her vast experience, offering guidance on navigating the common pitfalls nonprofits face. We explore how understanding your organization's current state and aligning its vision with achievable strategic priorities can pave the way for lasting success. Whether you're grappling with internal conflicts or looking to create an actionable roadmap, this conversation is packed with strategies to guide your organization forward.
Get free nonprofit professional development resources, connections to cause work peers, and more at https://nonprofithub.org
As a nonprofit, it's hard to make a difference in the community when your finances are holding you back. With Maxis, by FreedMaxic, you can navigate complex challenges with the right people, processes and technology. Learn more about Maxis and schedule a complimentary consultation at maxisbyfmcom. Slash nonprofit. Welcome back to the Nonprofit Hub podcast. I'm your host, megan spear, and joining me today is carol hamilton, who has a long history of working with nonprofits, so I'm excited to tap into her wisdom today.
Speaker 2:Carol, welcome to the show thank you for having me on the show.
Speaker 1:It's great to be here so tell the audience a little bit about yourself and your role over the years with nonprofits and your journey in the nonprofit space.
Speaker 2:Oh my goodness, all right.
Speaker 1:No, we only have half an hour the highlight version. Yeah.
Speaker 2:So my very first job out of college I worked for an organization that helped people get on talk shows, so now having a podcast Mission Impact it's a little bit of a full circle moment, but there we served everybody and I figured out in my next iteration that I really wanted to be working with and supporting causes that I really believed in, and so that's what made me shift into the nonprofit sector and I've worked at the national level, being here in the greater DC area for a variety of different organizations and then went out on my own about eight years ago to do consulting, started shifting into wanting to move towards that path when I did a degree in organization development and that was all motivated by seeing the dissonance between the missions that organizations had for change out in the world and kind of the cognitive dissonance between that and then how they were actually working inside and treating each other. Organization development is all about, but I ultimately focus on strategic planning and helping organizations design their evaluation systems, program evaluation, so really more on that strategy side of things.
Speaker 1:Excellent and that's a great segue, because that's what we're digging into today. Is that strategic planning process what it actually is, what it is not, and how it helps organizations move forward? So early on in my career I was the director of communication at a nonprofit and about a year into my being there it went into the strategic planning process, right when, all of a sudden, we're going to have this weekend retreat and everybody's going to come together and we're all going to make big decisions for where the organization is headed. I got to be a part of that process. It was very interesting. All of the sessions were very interesting. Maybe six months after the document was created, it was a lovely bookmark on a shelf that sat there and didn't actually change anything. It really did not have the desired effect. So I'm curious from your perspective, because I'm sure that I'm not alone in that. I am sure actually that's the majority.
Speaker 2:That is. The major complaint about strategic planning processes is that whatever the output is doesn't end up really getting integrated into how the organization does its work and what it's doing.
Speaker 1:Yeah. So from your perspective, then, as a consultant, what are some? First of all, when is a strategic plan a good idea, right? When does undertaking that very lengthy process become a good idea for an organization to move forward? And if they're going to undertake it, what is the expectation? I guess my initial question is what is this strategic plan for and what is it not? Because I've seen also a lot of organizations look at it as like this magic silver bullet that's going to save the organization because we have a new plan, which is a lot of pressure to put on one document, right, yeah, I think. Yeah, let's like level set from there. What is it, what is it not, and when is it a good time to look at investing in that?
Speaker 2:Yeah. So those are a lot of, a lot of different questions, but it's easy to say what it's not or what it's not good for, because you'll get a lot of calls from organizations and stuff's going on in the organization and they think, oh, we should do strategic planning to address that issue. And then when you have a conversation with them and dig into it a little bit more, you find that actually there's a lot of conflict on their executive team and that's actually what they need to deal with. The strategic plan will bring that up and will bring it to the surface and bring it to the front, but it isn't designed necessarily to address that issue directly. Or they're having challenges where the particular team. So then they think, oh, let's do strategic planning, because I think, mostly because people know that term it seems like it might address the things.
Speaker 2:So there are lots of instances where strategic planning is not the right tool and that's all. It really is right For any of these things. Yeah, planning, conflict management, coaching, they're all tools to help us do work better and some of them are appropriated sometimes and some of them are not. But what is strategic planning? It really is about bringing the group together and not just at a retreat. I think that's another kind of misnomer or misconception that people have, that it's just about that offsite. There's a lot of work that has to go in for at least when I'm working with clients before that retreat to really get a good understanding of what is that 360 view of how people perceive the organization, what's going on, what the issues are, what its strengths are, the wider environment, all of that and taking time to really flesh that out before you're jumping to the retreat.
Speaker 2:But basically a strategic plan is deciding. You know what's your current state, where do you want to be, what's your vision, and then what are three to five things that you're going to focus on over a period of time and it's usually a three to five year period that the organization as a whole is agreeing that if we worked on these things we would get closer to that vision that we're looking for, and so that's really all it is. It's building that roadmap and it's tagging back and forth between the large group process and then probably a smaller group weighing in, refining things and then bringing that back to the larger group. So it's not all a group all the way through. I hope I answered at least a few of those questions.
Speaker 1:Yes, two of them, two of them for sure, but maybe let's dig into the third one, which would be at what point is it good for an organization to maybe start to undertake that process?
Speaker 2:Yeah, oftentimes when a new leader comes in, it's a good time.
Speaker 2:I think the flip side is oftentimes, when a leader is leaving, they will want to do a strategic plan, which actually is probably more than what they need to do, and I think they're wanting to, like, stamp their legacy, and the truth is, a shorter term process would be more appropriate at that time.
Speaker 2:So, when you have a new leader not right away, but maybe like in the fur after, after that person has had a chance to really acclimate themselves and get a good sense of the organization within you know that first, after the first year or so often, is a good time when there's been a major shift in the environment. That's also you need to kind of grapple with those realities. You know, if you have a major, some kind of major thing has happened when you're in crisis, I think shorter term planning is more appropriate than that longer term planning. Or sometimes, when organizations have this as a practice and have it really integrated into how they do their work, it's simply a matter of we had a plan, we finished most of it, or it went through 2023 and now we're in 2024 and we need what's our next three years. So for organizations that kind of have that regular cycle of doing planning. It's often it's just we finished the last plan, we need a new one.
Speaker 1:Yeah, that's an interesting idea, right, because I think there is a distinction between an organization that's just following a strategic plan versus an organization who has strategic leadership.
Speaker 2:Yeah, Right Right Doing a strategic plan does not by definition create strategic leaders.
Speaker 1:Yes, and I'm wondering if that's where people towards that.
Speaker 2:I think when done well and when you are also at the end and this is where organizations, these processes, are big and they include a lot of people, it takes a lot of time and energy, and so they may be done with this by the end of it, but if they don't do that last piece of how are we actually integrating these good ideas into our regular work? How are we going to check in on it? How does it align with our budget? How does it align with our regular annual planning processes? If those conversations don't happen and if there aren't champions that are going to keep checking in and bringing the plan back to everybody, then it will end up the proverbial bookmark on the shelf, which we don't want. We never want that. And I think that some other things that will cause a plan to end up on the shelf is when it really is just a wish list rather than a plan, when there wasn't any actual decision making, there wasn't any focus, there wasn't any discernment about really what is the most important, not just every good idea that people had.
Speaker 1:Yeah, not just every good idea that people had, yeah, so I guess maybe then the statement is the other thing it is not is a bandaid for a lack of leadership. Right, it is not, it is not.
Speaker 2:Good leaders will want a strategic plan because it pulls everybody together and gets insights across the organization. And there are lots of other good benefits of those sessions that you talked about that were interesting. Maybe that plan didn't end up getting implemented in the organization that you were talked about, but I'm guessing that you got a better understanding of the organization and what everybody else did than you did going into it. So there are often ripple effects of doing that process. That can be important. But, yes, if leaders are not continuing to have the discipline of focus, these are the things that are really important for us to do. Oftentimes, when I'm working with clients, I help them develop a strategy screen, which is basically a kind of a decision-making tool, a set of criteria. These are the criteria that we're going to use to evaluate new opportunities, new challenges, and I didn't make this is. These are the criteria that we're going to use to evaluate new opportunities, new challenges, and I didn't make this up. La Piana Consulting created this, but I love it because it's you know, oftentimes people will.
Speaker 2:Well, the plan isn't helping us prioritize. The plan will be part of help prioritizing, but it doesn't. It can't anticipate the future, or it can to some extent you do some future casting, but you can't know what's going to happen in the future, and so you need another tool that helps you deal with all those things that are incoming after the plan has been approved by the board. So that's another tool and that can help where you're deciding about those criteria, before you're presented with a really juicy, shiny object that XYZ person is really excited about, and that person happens to be the best communicator in the group and the most influential and the most persuasive. So guess what? We do it. And then person B on the executive team has an idea, but they're not as great at persuading everybody. But when you have a tool like that, you can have a little bit more of a level playing field.
Speaker 1:Maxis by FreedMaxic is an innovative financial advisory solution for nonprofits. Backed by over 60 full-time professionals dedicated to serving nonprofits, maxis helps you address short-term talent needs and achieve long-term financial stability by letting you outsource and automate accounting tasks so that your team can focus more attention on mission-driven growth. Learn more about Maxis and schedule a complimentary consultation at maxisbyfmcom. Slash nonprofit. So you've mentioned a couple times the people that are involved in the process. Who needs to have a seat at the table, both because I think you mentioned for like, there's a bigger group and a smaller group for strategic planning process to be successful, who should be in each of those groups, and are there constituents that you regularly see get forgotten as part of that process? So we want to make sure we keep an eye out, for yeah, yeah.
Speaker 2:So you know, I think traditionally strategies was seen as a top-down endeavor. It was the board's job, it was the executive team's job and everybody else was just supposed to fall in line. And then the board and the executive team were surprised when people weren't excited about that plan, that they had nothing to do with. I definitely advocate for a more inclusive process and sometimes it's that beginning phase where you're gathering input from a lot of people and then you will have a group that may be a subset of that group, that actually comes and does the visioning and the prioritizing, and then ultimately a smaller group, usually a strategic planning committee, that will be kind of bookends to your process and they're really in charge of stewarding the process, not necessarily making all those content decisions, but oftentimes they'll be the group that kind of takes all that was generated in that bigger session and synthesize it and bring it back to the bigger group to say, okay, this is what we've heard, did we get it right? What other input you have?
Speaker 2:So it's, as I think about it, it's like an accordion starting out smaller, you're going wider, going smaller, going wider, and I think, in terms of groups, that get forgotten, and I think groups are doing a better job of this now. In the past, I would say the folks that they actually serve and work with in the community, the wider community was often the group that was forgotten and it was very an internal kind of board and staff process. So I think that those groups are now. People are bringing them in a more intentional way and also thinking through like what, if you are going to ask people to be involved, depending on their circumstances, what will make it feasible for them to do so? Do you need to give them stipends, you know? Are they going to be taking time away from work to contribute, not expecting that people can do all this pro bono for you?
Speaker 1:Sure. So I was part of a strategic planning process for a nonprofit that I'm a part of here in Pittsburgh and what was really interesting to me, as we included some of those folks from the community that we serve and from those demographics, the vision of what they thought we did and how they saw us and what they, the resources they thought we had available, was dramatically different than how we saw ourselves. Is that typical of what you've seen, and how do we bridge the gap of that?
Speaker 2:Yeah, I mean, you know that that can be and I guess then you have to go back and think and you're the communications professional of like, ok, this is how we see things and think we're doing, but this is actually what the folks who we work with think we're doing. Is this a messaging problem? Is this a problem? Is it exactly?
Speaker 2:I think oftentimes when you're inside an organization, you'll know the nuances, you'll know the program names, you'll know the acronyms and the folks who are interacting with you that you're serving, or even maybe volunteers, maybe that are a little more peripheral it may all blend together and they probably don't understand that nuance and it may not be necessary for them to understand all of that nuance.
Speaker 2:But yeah, that's an interesting one where you kind of there's such a perception gap. But I think that's one of the values of doing that input process, of lifting up those gaps and those places where like, ok, well, we need to do something about this because what we think we're doing isn't aligning with what folks either need or what they think we're doing, which are really two different problems. But yeah, it's identifying those gaps and getting those outside perspectives pulls you out of that group think that you can drop into when you're inside an organization, and that's not anybody's fault, it's just you become a group and you understand each other. And there's a lot, as an expert in that field, that you've forgotten, more than you explicitly know, and those folks are much more in that beginner space and so don't know the terms that you're using and all of that.
Speaker 1:So talk to me a little bit about a strategic planning process that you saw go really well, either from the outcomes of what it has now produced or just like this was a really effective way to go about it and what I saw the leaders doing to make it be effective like that.
Speaker 2:Yeah, I think when leaders come into it with an open mind.
Speaker 2:I think the flip side of when it isn't effective is when leaders come in with a very specific list that they want, outcomes that they want and if they are very attached to those outcomes, there's really no point in going through a big inclusive process. So when it goes well, I would say folks come into it with an open mind, they're ready to listen to each other, they understand that they can't do everything, they're willing to prioritize and make choices and they're willing to support that process at the end of really integrating it into the work that they do, so that it doesn't become this kind of laundry list of wishes that have nothing to do with the actual capacity of the organization. I think that's another one that there's a realistic. You want to be aspirational, but it needs to be a balance right Of I'm pushing, we're pushing ourselves a little bit, but not so much that it's just demoralizing. We're recognizing where people are If plates are already overflowing, it may be that the strategic planning process is about deciding what you're letting go of.
Speaker 1:Interesting and so within that is it. Have you seen it be more successful when it's driven by the executive leadership or driven by the board, or does that not really matter? Is there a difference in how that's approached?
Speaker 2:seen executive leaders want to do strategic planning and not be able to persuade their board that it's important. And if you can't get your board on board, if they're not excited and don't want to do it, then that's not. It's not going to work as a whole organization process. So I think it needs to be a team effort, it needs to be a partnership. Of course, I'm a consultant, so it's to my benefit to say that it helps to have an outsider, but I do think that having someone who doesn't have a stake in the outcomes to help facilitate the process and help people keep on track with the process and make sure that decisions get made. Because I think when you try to do it all internally, it can be easy to have that fun retreat, but then there's a lot of open loops that never get closed and then folks just end up feeling frustrated. So, yeah, I think it needs to be a partnership. I mean, typically I am working directly with the executive director for all the pieces of the process, but oftentimes in conjunction with the board chair.
Speaker 1:Interesting. Has there been one in your career that really stands out to you, as, like I, was thrilled to even be a part of the process with what this organization has done? Is there one that really stands out to you?
Speaker 2:Well, I've had quite a few. I mean they've been very different, but again, I think it comes back to the attitude of the leadership and their openness and willingness to engage with others, willingness to be influenced, willingness to also have their own opinion and state it, you know, and not be afraid of that. And plans have ended up at all different levels, from very kind of outwardly focused to actually we're in a period where we need to do some real consolidation internally and if we really build these foundations better than we have in the past and really get those fundamentals sorted, then that's going to move our mission forward. And when people have fun, that for me are the really fun projects that I'm like, oh, I'd love to work with you again.
Speaker 1:That's awesome. I love it. So, as folks are coming into the last weeks of 2024, we're planning doing some 2025 planning. If looking at a strategic plan was something that someone thought, hey, you know what. This is where we are about. Ready for that. Are there some specific indicators that we should look for? Are there some specific things that we should consider when even trying to evaluate a consultant like yourself? Are there questions we should ask to make sure that the organization is ready for that?
Speaker 2:Yeah, I mean, I think, are you open to change as an organization, Like, don't go through a process if you really don't want anything to change. Don't open up all those boxes, you know, don't look in that messy closet, like, just leave it all alone if you don't actually want to change. Is there capacity, is there time? Is this something that you can reasonably take on in the next year? Or are you already so overloaded that you can't? Except there's a push-pull on that one, because if you're always in firefighting mode, if you don't take any time to step back, you don't get out of it.
Speaker 2:In terms of evaluating consultants, I think asking what is their process? Does their philosophy align with yours? Are their values aligned with yours? Do you feel like you could have a good working relationship with them? What's their experience in this? And there are lots of different approaches and some people will specialize. There's a lot of things that are called strategic planning that I don't necessarily think are strategic planning, but people put it all under one umbrella anything planning which could be three months a year, three years, 10 years. I think there's short-term planning and that's very important, but for me the kind of sweet spot for strategic planning is that three to five year time span where it's enough time to really do some bigger things, but not so long that you can't even who knows what things are going to be like at that point.
Speaker 1:I love it. Carol, you had mentioned earlier that you yourself have a podcast as well. Yep, Tell us a little bit about your podcast and how folks can find that.
Speaker 2:Yeah, so it's Mission Impact and it's the podcast for nonprofit leaders who want to do good in the world without being a martyr to the cause. So we talk about all sorts of different nonprofit and leadership and management topics, and all with the eye to building healthier, more inclusive cultures.
Speaker 1:I love it and I'm assuming it's just on all.
Speaker 2:It's on all the platforms, yep.
Speaker 1:Yep, fantastic, and if this conversation has made somebody think it is probably time for us to step into that, I'd love to know more about working with Carol. How do they find you or connect with you? What's the best way?
Speaker 2:Yeah, so my website is GraceSocialSectorcom. You can also find me on LinkedIn. I do have a pretty common name, carol Hamilton. So if you're Carol Hamilton and Grace Social Sector Consulting, host of Mission Impact, you'll find me.
Speaker 1:I love it All. Right, as we wrap up, I have one final question and that is if you were speaking to the executive director, understanding that the majority of our folks that listen to the podcast and folks who are involved in the nonprofit hub community are nonprofits that are maybe on the smaller side or just startups and they're looking to grow, they're very excited. If you are talking to the executive director of that organization, as we sit here with the year run you know winding down busy year end, giving season chaos mode happening at the moment if you could give them one piece of advice going into 2025, what is your top tip for executive directors right now around strategic leadership?
Speaker 2:I think it's focus, giving yourself permission to focus and I'll credit Veronica Lafamina for that phrase, I picked it up from her but giving yourself time to focus and not trying to do everything and not trying to do everything yourself. We have so many nonprofits. Who else in your community is doing something complimentary? How can you pull together and build a bigger impact? But so seeing all those folks as potential folks to cooperate with, versus competition, and really focusing, prioritizing what is the most important right now and not trying to do it all.
Speaker 1:I love it. Carol. Thank you so much for being here today. Appreciate all your wisdom. I know it's going to be super helpful to folks as we head into 2025. So thank you for being here. Thank you Again. My guest today has been Carol Hamilton. You can definitely check her out online. Go follow her podcast as well. My name is Megan Spear. This has been another episode of the Nonprofit Hub Radio Podcast and we'll see you next time.