Strategic Plans
Why Strategic Plans are Such a Good Idea and Why They Flounder
Written by Kate Ellesworth & Franci Bell
From the start, a strategic plan sets the stage for success. Intention setting releases dopamine, part of the brain’s reward highly associated with motivation. When we take a moment to set clear intentions, our brain actually rewards us- intention-setting releases dopamine, the chemical tied to motivation and follow-through. Brain science tells us why this works, and it’s not magic! It’s biology working in our favor. This motivating release of dopamine happens when you set an intention, regardless of whether it is achieved. The sheer act of stating your goals is a boon.
The strongest strategic plans are anchored to the why- the purpose and mission of the organization. Additionally, plan construction matters as much as the plan itself. When plans include input from stakeholders - in schools this includes faculty, staff, students, and families as well as board members and funders - trust in leadership grows. When initial consultation is followed up by consistent action, trust becomes durable. A good plan does more than just produce a document. When people act with cohesion and clarity about what is coming next, alignment and momentum are created.
So, with all of this research-based, brain-based good, how is it that shiny strategic plans end up on the self, often dusted off 3-5 years later just to be rewritten?
According to a study by The Economist Intelligence Unit (pdf), 90 percent of senior executives say they failed to reach all their strategic goals because of poor implementation. A lot of the excitement we feel during planning fizzles out in implementation, not because people don’t care, but because motivation dips or the “how” isn’t clear.
Therefore, the key to actually meeting the goals we have strategically set is to continuously capture the motivational energy through implementation. And this is hard work! Leaders often struggle because sustaining momentum and clarity over time requires disciplined communication and support - which takes time and energy.
One way to do this is to tap into the brain-based motivation of dopamine by establishing SMARTIE Goals (specific, measurable, achievable, relevant, time-bound,inclusive and equitable goals). These intermittent goals leverage the power of the reward system. In addition, they keep the clarity of purpose top of mind through the months and years required to achieve the overarching goals or pillars established in a strategic plan. And, if they are truly inclusive, they extend the power of stakeholders through the implementation phase, ensuring all stakeholders own the plan and the success of meeting key objectives.
The vast majority of strategic plans are more like a concrete pillar than an accordion. They are stiff, sure and solid. However, they do not include flexibility that is often a key to success in a rapidly changing environment. In just the past 5 years, schools have needed to adjust to educating during a pandemic, large scale social and political change and shifting funding policies. Schools that are agile enough to successfully respond in a rapidly changing environment cultivate a culture and plan to support responsive action.
Looking to the future, the organizations that thrive will be the ones that channel their energy into bringing their strategic plans to life with clarity, consistency, and responsivity.
