The Biggest Lie in Strategic Planning

1 hour ago
4 min read

The Biggest Lie in Strategic Planning

Board members say it all the time. "We're just not ready to make that decision."

It sounds thoughtful. Responsible. Even wise. After all, no one wants to rush an important decision. But after facilitating hundreds of strategic planning retreats across the country, I've come to believe this is often the biggest lie in strategic planning.

Not because board members are dishonest. They're not. Most are intelligent, dedicated people who genuinely want what's best for the organization. The problem is that "we're not ready" is often a more comfortable way of saying, "We know what we need to do—we just don't want to do it."

It Sounds Responsible... But It's Usually Not

When boards hesitate, they rarely say they're afraid of making the wrong decision. Instead, the conversation sounds remarkably reasonable:

"We need more data."
"Let's hear from a few more stakeholders."
"Maybe we should create a task force."
"Let's revisit this in six months."

All of those responses can be appropriate. Sometimes additional information is exactly what's needed. But sometimes they're simply a way to postpone a difficult conversation. The challenge is knowing the difference.

The Board Already Knows the Answer

One of the biggest surprises I've discovered over the years is that most organizations already know their biggest problems. They don't need another consultant, another survey, or another planning session to identify them.

The board knows fundraising isn't where it should be. They know board engagement has slipped. They know a program is losing money. They know a difficult personnel issue isn't going away. They know committee participation is weak. None of these realities are secrets.

The real challenge isn't identifying the issue. It's deciding to do something about it.

More Data Isn't Always Better Data

Don't misunderstand me. Good decisions require good information. Financial statements, constituent feedback, industry trends, and market research all play an important role in strategic planning.

But there comes a point when additional information adds very little value. At that point, the board isn't searching for answers anymore—it's searching for reassurance. More data becomes a way to delay making a decision that already feels inevitable.

I've seen boards spend months studying questions that everyone in the room had already answered privately. The report didn't change the outcome. It simply delayed it.

Delayed Decisions Become Expensive Decisions

Imagine noticing a small leak in your roof. Instead of fixing it, you decide to gather more information. You ask three contractors for opinions. You form a committee. You wait until next quarter to review the bids.

By then, the leak has damaged the insulation, drywall, flooring, and furniture. The leak wasn't the expensive part. Waiting was.

Strategic decisions work the same way. An underperforming program consumes more resources. A disengaged board becomes even less engaged. Financial problems become financial crises. Delayed decisions almost always cost more than timely ones.

Strategic Planning Is Really About Courage

Many people think strategic planning is about writing goals. It isn't. At its core, strategy is choosing. It's deciding what the organization will pursue, what it will stop doing, and where limited time and resources should be invested. Every meaningful strategic decision requires saying "yes" to something—and "no" to something else.

That's why the best strategic planning retreats are rarely comfortable from beginning to end. Somewhere during the day, someone finally says out loud what everyone else has been quietly thinking. The room gets quiet. Heads begin to nod. And suddenly, the conversation becomes honest.

That's usually the moment the real strategic planning begins.

One Question Every Board Should Ask

The next time someone says, "We're just not ready to make that decision," pause the conversation and ask one simple question:

"What information are we missing that would actually change this decision?"

That's an important question because it forces the board to separate genuine uncertainty from simple hesitation. If no one can identify information that would realistically change the outcome, chances are the board doesn't have an information problem.

It has a courage problem.

And no amount of additional data will solve that.

Takeaways

Most strategic planning failures aren't caused by a lack of information—they're caused by delayed decisions.
Good data is essential, but more data isn't always better data.
Boards often know the right decision long before they're willing to make it.
Delaying difficult decisions almost always increases their cost.
Strategy is about making choices—not creating longer to-do lists.
Great boards don't wait until circumstances force a decision. They lead before they have to.

Final Thought

Strategic planning doesn't transform organizations because someone writes a better plan. It transforms organizations because leaders make better decisions. The strategic plan is simply the written record of those decisions.

So the next time your board says, "We're just not ready to make that decision," stop for a moment and ask whether the organization truly needs more information—or whether it's simply avoiding an uncomfortable choice.

Because the future of your organization may depend on knowing the difference.

Tom Iselin

Rated One of America’s Best Board Retreat

and Strategic Planning Facilitators

About the Author

Tom Iselin is recognized as one of America’s leading authorities on high-performance nonprofits. He has built nine sector-leading nonprofits and two software companies, written six books, sits on multiple boards, and has been rated one of America’s Best Board Retreat and Strategic Planning Facilitators. His work on nonprofit strategy, board leadership, and culture has been featured on CNN, Nightline, and in Newsweek.

Tom is the president of First Things First, a firm specializing in board retreats, strategic planning services, fundraising strategy, and executive coaching for nonprofit CEOs.

Board Retreats & Strategic Planning

If you’re looking for a board retreat facilitator or strategic planning facilitator who has been in the trenches and understands real-world nonprofit challenges, Tom can help your board gain clarity, build alignment, and create an actionable plan that improves performance and impact. His sessions propel organizations to the next level of performance and impact . . . and they're fun!

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