Strategic Planning That Actually Works

Sheree Cannon
Apr 8
3 min read

Updated: May 14

How to build a living, adaptable plan that doesn’t gather dust on a shelf

Sheree Cannon | Nonprofit Strategist & Consultant | Author

Introduction

Strategic planning has become one of the most overused—and underutilized—tools in the nonprofit world. Organizations spend months in planning meetings, retreat sessions, and visioning exercises, only to end up with a 40-page document that gets filed away and rarely referenced.

It’s not that strategy isn’t important—it’s that most plans are built for the wrong audience, the wrong moment, or the wrong reasons.

This white paper is about building a strategic plan that’s clear, useful, and actually used. One that helps your team stay aligned, adapt to change, and move forward with purpose.

Why Most Strategic Plans Don’t Work

Common reasons why strategic plans fall flat:

They’re too long or too vague
They focus on wish lists instead of real decisions
Staff didn’t have input, so there’s no buy-in
They’re built for a “perfect year,” not a real one
They live in a binder instead of the boardroom

“If your plan isn’t guiding your decisions, you don’t have a strategy—you have a document.”

Strategic planning should create clarity, not confusion. It should simplify—not overwhelm. It should live inside the organization—not sit outside it.

What a Real Strategic Plan Should Do

An effective strategic plan:

Clarifies what matters most
Defines where the organization is going and how it will get there
Aligns the board, staff, and leadership
Creates a decision-making filter
Allows for adaptation and responsiveness without losing direction
Gets referenced in real meetings, real conversations, and real-time leadership

A great plan doesn’t have to be long. It just has to be true.

Five Steps to Building a Strategic Plan That Works

1. Start With Honest Assessment, Not Assumptions

Before you set goals, get clear on what’s actually true. What’s working? What’s not? What does your team need? Where are the gaps in capacity, culture, or clarity? Start with truth—then build.

2. Focus on the Next 2–3 Years, Not Forever

Long-range vision is helpful, but your strategy should live in a realistic timeframe. What are the most important priorities for the next 24–36 months? Let that be your focus.

3. Involve Your Team in the Process

Plans that come from the top down rarely stick. Engage your staff, board, and key partners. Ask real questions. Use their input. When people shape the strategy, they take ownership of it.

4. Align Goals With Resources and Capacity

Don’t create a wish list—create a strategy. Be honest about what your team can do well. Prioritize what has the biggest impact and fits your current or stretch capacity.

5. Build in Checkpoints and Adaptation

Your plan should evolve. Set quarterly or biannual check-ins to ask: What’s working? What needs adjusting? Let the plan serve as a compass—not a cage.

Strategic Plans Should Feel Like Leadership Tools—Not Homework

When done well, a strategic plan becomes a calming force. It helps leaders make decisions. It gives staff a roadmap. It helps board members understand their role. It keeps the mission from drifting.

And most importantly—it helps you stop reacting and start moving with intention.

Conclusion: Strategy That Stays Alive

Your plan doesn’t have to be perfect. It has to be clear, honest, and usable. If it reflects your actual priorities, your actual resources, and your actual mission—it’s enough.

Start where you are. Build a simple, focused strategy that brings your team together—and adjust as you go.

Because the best plans aren’t the ones that look impressive. They’re the ones that get used.