A nonprofit CEO recently gave an update to their governing board on the organization’s strategic plan.
The plan contains 4 pillars or broad, directional statements with a number of more specific goals associated with each of the pillars.
As the CEO provided the brief update, she pointed out a goal under one of the pillars and said, “we are doing well here – we are at 5.1 on this metric and our goal is to be better than the state average of 5.5.”
It was tough thing to hear, quite honestly.
The goal to be “better than average” isn’t exactly compelling. It’s not a statement that generates enthusiasm and inspiration. And, even if this organization is successful in achieving this goal, they still only will end up on the plus side of average.
Ho hum.
Meh.
Our organizational strategic plans should focus on our values, our distinctives, our pride points, our specialness, and yes, our strengths. We should focus on building on those advantages and strengths so that our excellence can lead to greater impacts.
If our aim is to create plans that motivate and inspire others to join with us in fulfillment of our mission, we can do better than “above average.”
If our aim is to create plans that engage and invite others to give generously in support of our aspirations, we can do better than “above average.”
And, if our aim is create plans that position our organization as a leader, we must do better than “above average.”
Our strategic plans should be a frame for people to rhapsodically envision and act upon “what can be.” We do ourselves no favors when we, instead, create a frame that calls us to achieve a just little bit above the mean.
