Balancing Two Types of Vision
January 25, 2024 | By David M. Wagner
You might think that “stability” and “drastic changes” cannot coexist.
But one of my clients was proof that nonprofits can absolutely stay the course for their mission, even while their programs and services undergo significant transformation.
Their trick? Having both an enduring, long-term vision for their organization and a more flexible target for their near-term needs.
Holding both types of vision – enduring and long-term, flexible and near-term – is key to maintaining your organization’s focus on your mission even when circumstances demand change.
The More Things Change…
My client was at a major transition point.
Demand for their services was high. Partners were asking them to take on even more. They were considering expanding their facilities, programs, and staff.
As we worked to update their strategic plan, it was clear that many changes were necessary. In some ways, the organization would look totally different in a few years.
But some things didn’t change. We didn’t modify a word in parts of their strategy.
Why? Because in years past, they had done the hard work of understanding what their constituents needed, the unique niche they could occupy better than anyone else, and the unchanging principles that had made them successful in fulfilling their mission.
The Enduring-Target Spectrum
Surprisingly, that clarity about the foundation of their organization made it easier for them to contemplate near-term changes.
We considered several options for the mission outcomes and multi-year goals they would aim to achieve. Some didn’t fit their establish purpose and values. We weighed how well the remaining candidates supported their long-term foundation, as well as the organization’s capacity to carry them out. This is an example of using strategy to make more confident decisions.
When I facilitate strategic planning for nonprofits, I encourage them to think about their vision from two perspectives: what will endure over the long term and what they will target in the near term.
What I call an “organizational identity document” reflects both these perspectives. Components of the organization’s identity that are more enduring tend to be more abstract, and change less often, if ever. Descriptions more on the target end of the spectrum are more tangible and change more frequently.
Example components (from most enduring to most target-focused):
A purpose statement, explaining why the organization exists,
Values, that define what’s most important to us,
A mission statement, identifying the unique role we fill,
A vision statement, of what we intend the organization to become,
Mission outcomes, delineating changes we will bring about,
Strategic pillars, that set near-term priorities for internal changes, and
Goals, describing the results of successful changes.
When your vision reflects both the enduring aspects of what identifies your organization and the changes you’ll make to grow your impact in the near-term, you can achieve consistent results for your mission even in times of change. If you need help crafting a vision that reflects near-term needs while being rooted in long-term values, set a free consultation with me today.