Creating the filter.
Nonprofit leaders should spend time creating the filter through which you run organizational changes. If it's NOT already congruent with your strategic plan, then create the filter to vet this potential addition or change.
* Does it fit our vision? Mission? Core values?
* Does it violate any mandates or directives for our organization (think bylaws, policy, grant funds)?
* Is it good for our organization? Does it make our organization better/stronger/enhanced?
* Is it good for our community/those we serve?
* Do we have the capacity and resources (people, money, stuff) needed to institute this addition or change?
If it's not in writing it doesn't exist, i.e., if it's not in a plan we don't do it. Too many nonprofit leaders rush to decisions because something seems like a good idea or is exciting or solves a problem or makes them look good. Creating a process by which new ideas or opportunities are vetted is both good business and healthy practice. After ideas or changes are vetted, then proceed forward. Amend the strategic plan/operations plan and implement in accordance with that plan.
As Dos Equis 'most interesting man in the world' might say... plan well, my friends.
-Mindy Muller, CFRE, President/CEO of CDP
