Plans on a Shelf Won’t Change the World
Dwight Eisenhower once said, “Plans are useless, but planning is indispensable.” Now, I’m no general, but I’ve been around long enough to know that he was spot-on. Whether you’re running a battalion or a nonprofit, the point holds: it’s not about crafting the perfect plan. It’s about thinking clearly, ahead of time.
Over the years, I’ve spent plenty of time with nonprofit boards and executive teams. One common refrain I hear from board members is: “Our staff don’t have a vision! They’re too caught up in the day-to-day.” And on the flip side, staff often feel stuck in reactive mode, just trying to put out fires. Everyone’s working hard, but not always on the right things.
A leadership coach once put it this way: “Don’t be so busy working in the business that you forget to work on the business.” That applies just as well to a nonprofit’s mission. Solving problems today is important—but making sure you’re solving the right problems tomorrow is even more important.
Now, nonprofits are no strangers to strategic planning. Every few years, they dust off the playbook, bring in someone like me, and build a shiny new roadmap. But here’s the rub: more often than not, that roadmap ends up living on a shelf—nice to look at, but rarely used. Strategy becomes an event, not a habit.
And that’s a mistake.
The world is changing too quickly for strategy to be a once-in-a-while discussion. Planning isn’t a luxury—it’s a leadership responsibility. Good strategy doesn’t just happen in a weekend retreat—it gets baked into the rhythm of the organization.
If you’re part of a nonprofit, here are five pieces of advice I’d offer—earned not from theories, but from time in the trenches.
Make the Process the Priority
The plan itself may change. It probably should change. But the act of planning—that’s what builds clarity, commitment, and teamwork.
Use a neutral facilitator if you can. When someone inside the team tries to run the process and participate in it, it rarely ends well. Plus, a good facilitator brings tools, perspective, and just enough distance to keep the process honest.
And don’t overcomplicate it. Strategy doesn’t need to be slow to be smart. A good process creates space for healthy tension and thoughtful debate—without racing to premature solutions.
Put the Right People in the Room
Planning only works if the right voices are heard.
Get a cross-section of leaders—from board members to frontline staff. Diverse perspectives sharpen thinking. And make sure those folks can disagree without being disagreeable. Emotional intelligence isn’t optional when tough trade-offs are on the table.
And here’s a rule of thumb: if everyone in the room looks and thinks the same, your strategy probably won’t stretch very far.
Start Where You Are
Before you chart a course, take stock of where you stand.
Use real data—quantitative and qualitative. Run a survey. Share what’s working and what’s not. Don’t just check boxes with a SWOT analysis. There are better tools out there—and a seasoned facilitator will have a few up their sleeve.
Strategy without reality is just wishful thinking.
Let Form Follow Function
If your organizational structure is stuck in the past, don’t expect your strategy to move you forward.
Strategy is a great time to look under the hood. Where are the bottlenecks? Where are people stepping on each other’s toes—or worse, dropping the ball? Sometimes a tweak in roles or reporting lines can free up a lot of energy.
Culture doesn’t come from posters in the break room. It comes from how decisions get made and who’s in the room when they do.
Make Accountability Personal
Here’s one I’ve learned the hard way: when everyone’s responsible, no one is.
Every major goal in a strategic plan should have a clear owner. Not a committee. Not a team. A person. Someone whose job it is to move it forward, report back, and wave the flag when help is needed.
Plans with no names attached are just good intentions. And those don’t get much done.
Bottom line? Strategic planning isn’t about getting every move right. It’s about staying focused on the mission, adjusting as you go, and making sure everyone is rowing in the same direction.
In an earlier era, nonprofits could afford to set a course and not look up for a few years. But not anymore. The world is moving too fast, and the needs are too great.
So keep planning—not once every few years, but all the time. Treat it like brushing your teeth: regular, simple, and essential.
And remember: it’s not about writing the perfect plan. It’s about thinking clearly, acting wisely, and giving your team the tools to do the same.
Stay steady, stay humble—and keep moving forward.