Volunteer leaders are often confused about their role as participants in a strategic planning process. Do they represent the component or simply provide input based on their experiences as a member? Should they consider the best interests of their component or of the association as a whole?

Before you include component leaders in your next strategic planning process, use these ideas to identify and communicate the role you want them to fulfill. That way, you can receive their comments and suggestions within the proper context for decision making.        

1. Provide accurate information. Too often, a strategic planning process becomes a battle of opinion, not knowledge, a “he said – she said” argument influenced more by someone’s ability to articulate a position loudly instead of a reasoned discussion of the advantages and disadvantages of a particular recommendation.

To avoid this, the parent organization must provide meaningful information on the characteristics and needs of the membership and the capabilities, capacity, and historical performance of both parent and component bodies. Although conclusions from this data may differ among participants, this information will help everyone begin from the same common knowledge base.

By providing this information, the parent association also begins to establish a track record of objective decisions based on data so that future planners can reflect on the reasoning of their predecessors.

2. Rely on performance-driven decisions. Many associations have a history of making decisions based on politics not performance. Focus your historical review and future projections on performance measurements related to your mission and corresponding business plan not on the internal or external politics of the association.

A performance-based approach helps you objectively assess your success and allows the association to avoid subjective evaluations that so often doom new initiatives or strategies.

3. Concentrate on member needs. Volunteer leaders aren’t average members. Although their contributions are vital, their experiences won’t accurately reflect the majority of the membership and its needs. Without taking this inherent bias into account, the association produces strategic plans and business goals more important to the leaders’ aspirations instead of the members’ needs. As a result, the final plan has less credibility and support. This lack of credibility and support directly affects the success of the business planning process.

4. Understand the level of change. At some level, each strategic plan and corresponding business strategy requires change. Inherently, the more change you require, the more difficult the implementation. When you’re considering final goals and strategies, adjust your expectations to match the level of change required by your component structure.

More ambitious goals will, by necessity, be more difficult to accomplish and thus require a more detailed plan and dedication to completing the process. In addition, these goals will require a longer time frame for execution.

One common planning technique is to create aspirational or stretch goals, often referred to as big, hairy, audacious goals. This technique encourages volunteer leaders and staff to think beyond their existing organizational framework and pursue goals that motivate the association to greater levels of performance.

Although this process is commendable, many associations spend little time dealing with the fact that the more audacious your goals, the more difficult the execution. Be sure to devote an equal amount of time and energy to the execution of new initiatives and strategies, rather than the maintenance of old systems and structures.