I sit on the board of directors for a nonprofit that’s in the process of fine-tuning its mission and strategy.
Over the last few months, the organization has done its due diligence about how it runs itself—conducting focus groups and surveys; studying program participation; reviewing revenue, expenses, and donor history; checking out its competitors and assessing its differentiators; doing a SWOT analysis; gauging available resources, etc.
Not bad for a small organization working within the confines of a very limited budget.
So that all board members could fully participate in the strategy working session, the organization hired a meeting facilitator. An orientation session with the facilitator, staff and board was scheduled so the facilitator could be brought up-to-speed on both the research and the desired deliverables so she could design the flow of the meeting.
After listening to the readout, the facilitator’s first response was to ask for a copy of the organization’s balanced scorecard for the last ten years. She also inquired if the organization had worked with an outside consultant firm to create a PESTEL* analysis.
Her questions were greeted with silence and a few averted gazes, then a few audible sighs followed. Those from the corporate world understood her ask; those from smaller businesses or other nonprofits didn’t.
“In an ideal world, especially a for-profit one with deep pockets, having those data points in a highly organized way would be helpful,” responded a meeting participant. “Truth is, most of the needed information for the incremental changes being proposed is already here. We just have to dig a little.”
“But still, having all the information in a single, organized report would be much better,” countered the facilitator with some emphasis in her voice. “And besides, the six-month timeframe being discussed for the work can’t be done. It’s too short. Strategy work should span three to five years to be done properly.”
More deafening silence.
Sometimes good enough is all you need
Are you a stickler for data, lots of it and all beautifully organized? Are you a genius at pointing out the reasons things can’t be done? Do you assume simplicity equates to stupidity? Do you like using words that people don’t understand?
If “yes,” has anyone ever called you a buzzkill?
Effort and ideas can be as fragile as grandma’s porcelain tea cup. Be gentle with them.
Sometimes you have to meet people where they are and start from there. That starting place may not be ideal according to your standards, but at least it’s a beginning.
Sometimes good enough is enough. Most work is beautiful alchemy—part art, part science.
Go with it.
Securing every last piece of researchable information takes valuable time and may not yield a better solution. The days of working with three to five year time horizons for creating strategy are gone, and so are most of the companies that embraced those notions.
Seize the moment, the momentum and make some leadership magic!
Ever worked with a facilitator like this one? How did you handle it?
*an external analysis reflecting the political, economic, social, technological, environmental, and legal components of an organization’s macroeconomic environment
Image source before quote: morgueFile | A version this post first appeared on Lead Change Group
