Strategy as permission. That phrase may sound kind of strange. However in my experience as a Chief Executive for the past 18 years at ChildServe, the strategic plan has given me permission to pursue the expansion of the mission. Approved strategy is permission-giving.
Of course, strategy and the strategic plan can only be permission-giving if the organizational stakeholders have participated in the development process and the governing authority has given approval. Once approved, the Strategic Plan functions as a strategic road map for the organization. It is the Chief Executive’s responsibility to ensure that the Strategic Plan does not just sit on a shelf gathering dust. Instead, the Strategic Plan should be a dynamic document that clarifies what the priorities will be for the next three years. No longer does the Chief Executive have to guess what the Board is thinking, wonder if a particular strategy is supported, or if an initiative is important. Those discussions and decisions have already happened. It is the role of the Chief Executive to lead the organization and engage the Board of Directors to make sure those things happen.
I can look forward to the future of ChildServe. I have permission to do what what we collectively agree needs to be done to advance the mission. The partnership with the Board affirms a mutual purpose and commitment as the Strategic Plan is unfolding.
Strategy as permission….what a great reason to pursue effective strategic planning!