Might It Be the Lack of a Strategic Plan?

Hey Nonprofit Leader—What’s Keeping You Awake at Night?

Back in December 2024, I wrote about how important it is for nonprofits to have a strategic plan. I used to be surprised when I met an organization without one. Now? I’m more surprised when I find one that actually does.

Let’s face it—a strategic plan is your nonprofit’s GPS. Without it, you’re basically driving in the dark, hoping to land somewhere near success. Maybe you’ll get lucky. Or maybe you’ll find yourself stranded, staring at a “No Service” sign with a flat tire and no snacks. Even worse, some organizations do have a plan—but it’s collecting dust behind the Executive Director’s “important-looking” desk stuff. Spoiler alert: a strategic plan is not just a pretty brochure. It’s a living, breathing guide meant to steer your nonprofit where it actually wants to go.

A solid strategic planning process helps you chart a clear path, define goals, and build accountability. The best plans are built collaboratively—with both staff and Board on board—and are regularly revisited to stay relevant as conditions shift.

So where do you start? Most people jump into a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats). But I like to begin one step earlier—with a conversation about the benefits and concerns of the planning process itself. It helps ensure people see the value in the work ahead, and it surfaces concerns before they derail progress. If folks don’t feel comfortable being candid in a SWOT session, that’s your cue to hit pause and build trust first.

Because here's the deal: a SWOT only works if everyone feels safe being honest.

Quick Refresher on SWOT:

• Strengths: These are internal advantages—things you’re doing well that give you an edge. Think: killer programs, strong brand, talented team.

• Weaknesses: The stuff that’s holding you back (and yes, we all have some). Low morale, outdated tech, lack of clear roles—it’s not finger-pointing, it’s truth-telling.

• Opportunities: These are external—trends, openings, or partnerships you can seize. New funding, emerging needs, or a competitor fumbling the ball? That’s your moment.

• Threats: Also external. These are the potholes and roadblocks—funding cuts, shifting policies, rising competition—that could mess with your mission.

Staff vs. Board: Different Views, Same Goal

It’s totally normal for staff and Board to see things differently. Staff live the day-to-day realities, while Board members zoom out to the big picture. Staff might emphasize workload and morale. Board members may be focused on growth and fundraising. Both perspectives matter, and neither is “more right.” The magic happens when they come together in dialogue, not debate.

Tip: Create space for both groups to share and learn from each other. When there's trust and transparency, those differing perspectives become complementary—not conflicting.

Keep the Plan Alive

A strategic plan shouldn't live in a drawer. One of the best ways to keep your Board engaged? Build the plan into your meeting agendas. A little time each meeting to check progress, adjust course, or brainstorm next steps can go a long way in keeping the strategy front and center.

So—what’s keeping you awake at night? If it’s a lack of direction or spinning wheels, it might be time to stop reacting and start planning. As Ben Franklin famously said, “If you fail to plan, you are planning to fail.”

Ready to sleep better at night? Let’s talk.