Sitting in a planning meeting recently, I noted that during the first hour the board of directors had recommended three goal areas. The enthusiasm continued with directors suggesting several more worthy-sounding ideas.

A seasoned volunteer leader stopped the conversation, saying, "I've found in life that few of us will remember more than three goals, I suggest we stop now."

Out of respect for an elder and good sense, the leadership redirected their efforts to honing strategies and analyzing what to keep or drop. By the end of the day, five goals comprised their new plan. Three goals complemented the mission statement. The other two complemented the main goals.

For example, the three goals advancing the mission included:

  • education/professional development
  • advocacy/government relations
  • public awareness

The two sustainability goals were

  • technology/communications
  • governance/management

To-do list syndrome

Many planning retreats result in a to-do list. The board assigns projects and tasks to committees and staff who are already overloaded. It takes a seasoned leader or facilitator to communicate that planning is not simply for adding ideas but also for analysis, focus and abandonment.

With a finite amount of resources, the strategic plan should hone in on the association's core competencies. No board should feel bad about a plan that appears to be smaller or have fewer projects.

Some of the most effective plans can fit on both sides of a business card. This is an ideal tool for leaders when asked, "What does the association do for me?"

Abandonment process

The book "Race for Relevance" describes the process for eliminating low-value programs and services. The authors write that the average association continually adds programs of work, often characterized as the chairman's pet project. Adopting such projects is often accompanied by the statement, "This really shouldn't take much time."

The book goes on to describe a methodical process for identifying what should remain and what should be eliminated from the program of projects, events and services. There will be grumbling by some, but the board must be disciplined about letting go of projects and replacing them by adding value and advancing the mission.

An example at a recent planning session was an association heavily vested in a decade-old "quality improvement certification." It turns out that while members had indicated their interest, only a few (less than 10 percent) had signed up. It seemed the program had outlived its lifespan (or failed miserably).

But at the planning table, a few directors reminded the group that it was a special project belonging to a founding leader who is a contributor to the foundation. Though it was a tough call, the board voted to shutter the program and redirect resources.

Crucial goals

Though no two organizations are alike, there are common goals that apply to many organizations. What distinguishes associations are the applications of resources, priorities and strategies.

All goals should support the mission statement. In reading strategic plans, one is likely to see the following goal areas:

  • Advocacy: Impacting the community through government relations and collaboration.
  • Education: Improving competencies and enhancing professionalism.
  • Public awareness: Increasing public and professional awareness.
  • Community engagement: Engaging all stakeholders and the community in the mission.
  • Leading technology: Investing in technology for applications and communications.
  • Association excellence: Sustainable governance and management.

No goals operate in a silo; they are intertwined. For example, advocacy is enhanced through community engagement, and education is supported by leading technology.

As the seasoned volunteer leader in the introduction pointed out, fewer goals are often better.