If nothing else, the pandemic taught us that uncertainty makes planning difficult. When we try to plan in an environment where too many external factors are at play, the natural inclination is to try to see around corners— predicting the future. But we secretly know that this isn’t a very efficient use of time or resources.
Instead we should try focusing on our position first, then our plan. Strategic positioning is about defining a unique role in the community, focusing on our mission, and being adaptable to change. To do this, we need to get back to basics by asking a few questions:
- Are we centering the voices, knowledge, and capabilities of our communities?
- Are we recognizing and investing in the strengths of our team?
- Is our organizational promise to our communities both relevant and clear?
- Are we simplifying the pursuit of our mission?
- Are we focusing resources on direct impact while strengthening our financial sustainability?
A strong position is a hedge to uncertainty. Once we’re clear on the most important elements of who we are and what we do, then we can begin to plan…based on what capabilities we need to build and what investments we need to make amidst a complicated and challenging environment.