One of my favorite recent nonprofit-management books is Mission Impact: Breakthrough Strategies for Nonprofits, which was published last year by John Wiley & Sons.
The author, Robert Sheehan Jr., is a teacher and administrator at the University of Maryland’s Robert H. Smith School of Business. Before joining the university, Dr. Sheehan spent more than 30 years in nonprofit executive-management positions, including 18 as a chief executive. This breadth of experience shows in the book, which is more practical than theoretical, and is accessible enough to share with board members who don’t have a background in nonprofit management.
A decade ago, Mission Impact would probably have been characterized as a book about strategic planning. Which it is. But it’s also the latest in a series of books attempting to deal with the shortcomings of strategic planning as it has traditionally been practiced by nonprofits. Others—also worthwhile reading—include Nonprofit Strategic Positioning by Thomas McLaughlin (Wiley, 2006) and The Nonprofit Strategy Revolution by David La Piana (Fieldstone Alliance, 2008).
All of these authors point out that strategic planning in the nonprofit sector has generally been long on planning and short on strategy. Good at getting the board and staff on the same page around basics like mission, vision, and values. Woefully bad at defining strategy, establishing measurable goals, and creating realistic implementation plans.
As a result, strategic plans have a reputation for moldering in file drawers rather than serving as practical blueprints for executives and boards.
Mission Impact is well worth reading for many reasons. Mr. Sheehan does such a good job of introducing and explaining other authors’ relevant concepts that Mission Impact packs the punch of several books. It suggests several practical innovations that are worthy of consideration, such as conducting the traditional SWOT analysis (an assessment of strengths, weaknesses, opportunities, and threats) much later in the process than most groups do. And several case studies make the material more practical and accessible.
Of course, reading a single book won’t turn executives and boards into strategic-planning superheroes overnight. But it can help jump-start needed boardroom conversations about strategy, effective planning, and how boards can be involved in a more meaningful and manageable way.
If you’ve read Mission Impact, let me know what you thought. And if you’ve been through strategic planning, let me know how these comments square with your own experience.
0 Responses to Helping Boards and Executives Understand Strategy
susanfrice - January 11, 2011 at 11:20 pm
A key part of implementation of a strategic plan in the nonprofit arena is the participation and the buy-in by donors. My observations over many years of professional fundraising, nonprofit management and consulting is that the design of the strategic planning process excludes the fundraisers. After the plan has been approved the fundraisers are told to raise it. The fundraisers bear the burden of telling the donors — the investors in the organization — that decisions have been made without their involvement.bWithout the buy-in and the financial support of the original and potential investors(donors), it is no wonder that the plans do not bear fruit in enhancing the mission.
timmarge2 - January 12, 2011 at 3:37 pm
I’ve read “Mission Impact” and agree with Mr. Moyers sentiments. It’s a solidly pragmatic and practical approach, especially as it help non-profits bring the strategic focus to the street level capacity to excute. Dr. Sheehan does an especially good job of illustrating analytical vs. aspirational goals and identifying the illusive but attainable stretch goals that take the organization to the true next level….and requiring the non-profit to map the essential changes needed to succeed. It really is as much about execution as planning.
graveslssnca - January 21, 2011 at 4:38 pm
Our organization used McLaughlin and Lapiana resources for our last strategic planning process and have found the results to be helpful and integrated well into ongoing management and benchmarking for staff and board. I am reminded of the truism “you get what you measure.” Whatever elements of strategic plan you pull out for ongoing data tracking is where you see movement. Trick is not trying to pull out so many that focus is diminished.