Don’t call it “data-gathering.” Just start talking to people.

Posted June 3, 2019 by Melanie Goodman

One of the most useful activities a Board can perform as they begin strategic planning is having conversations with the stakeholders in the community. All kinds of stakeholders, from donors to clients to business owners to other social service providers. Unfortunately, though, this job is often considered mere “data-gathering,” and relegated to a consultant as part of the overall planning facilitation process. In fact, in every instance where I’ve been brought in to facilitate Board planning, I’ve encountered this expectation. Mostly I think this stems from the assumption that data is more pure and honest if collected by an outside, neutral party. But this is a fallacy when it comes to strategic planning, and when I explain my reasoning to Boards, they are usually quick to see the wisdom.

Ironically, one of the first things Boards start to realize as they begin collecting information is how much information they already have. So now’s the time to pull up all that program data, monitoring reports, and evaluation material that’s been carefully compiled for just this scenario. That already-existing information should be presented and reviewed. Once Boards understand what they know, they also see what they don’t know. That’s where Board interviews come in.

Uncovering new and critical information through Board interviews turned out to be pivotal in one of my recent strategic planning jobs. After compiling the top answers from 25 stakeholder interviews, the Board realized that stakeholders’ #1 response to the question about where the organization was most successful was … “I don’t know.” Board members and the executive leadership were deflated, to say the least. It seemed that even their largest donors and most important partners didn’t really understand their impact on the community. Addressing this gap became an obvious and immediate priority in their new strategic plan. 

After compiling the top answers from 25 stakeholder interviews, the Board realized that stakeholders’ #1 response to the question about where their organization was most successful was “I don’t know.” Board members and executive leadership were deflated, to say the least. It seemed that even their largest donors and most important partners didn’t really understand their impact on the community. Addressing this gap became an obvious and immediate priority in their new strategic plan.

I usually prepare the Board for conversations with outsiders by providing a short and simple script, and encourage them to meet in-person if possible. In 25 years of doing this work, it’s amazing to me how consistent the response has been. Board members always report that their conversations were useful and enjoyable. Indeed, many clients tell me that this was the most profound aspect of the entire planning process, which reminds me how easy it is to miss an opportunity to do something so basic yet vital.

There are several benefits of having Board members conduct these interviews. First, frankly, is public relations. As ambassadors for the organization, when Board members speak directly with funders, public officials, clients or former clients, partner agencies, the business community and others, they signal a genuine commitment to transparency, continuous learning, and growth. The end result? Enhanced organizational visibility and reputation.

By helping Board members reach out into the community, we’ve also created a new information feedback loop for the Board while at the same time expanding the organization’s overall network. It’s a triple win.

See the first post in this series, When Diversity is the Goal, Introspection is Step One, here.

Contact Melanie Goodman about strategic planning.