Navigating Strategic Planning in Ecclesial Organizations
As an organizational development consultant, one of the interventions that I am most passionate about is guiding leaders in defining their cultural identity within strategic planning processes I have observed how establishing this identity provides alignment, direction, and behavioral guidelines for the organization's collaborators, serving as support to achieve strategic objectives. Over time, I have noticed that this process not only benefits for-profit organizations but can also be invaluable for faith-based organizations.
As a dedicated member of a faith community, I have noticed that churches also possess a cultural identity, often developed organically or facilitated by a leader. In some instances, this identity is embraced and lived out widely among members, while in other cases, it may not be communicated or linked to the church's annual objectives. However, a strategic plan can be jeopardized if the organizational culture does not support the intended objectives, potentially neutralizing any strategy, as emphasized by Peter Drucker. Therefore, it is imperative that the church's culture be intentional, and leaders must be proactive in shaping it.
I share four aspects that I consider important to consider if, as a member of a leadership team in a faith community, you are contributing to the development of your church's strategic plan.
Engaging the Community
It is essential to invite volunteers who are directly involved in the planning and execution of the church's programming. It is recommended to have representation from the entire population, including the Board of Officers, leaders of support ministries, and/or informal leaders.
Understanding our Our Strengths and Challenges
The process begins with an exercise to identify the strengths, opportunities, weaknesses, and threats of the organization. This analysis provides a solid foundation for strategic decision-making.
Charting the Course Forward
Based on the current state analysis, a sub-team determines the category or focus of the future vision. It could be expansion, growth, positioning, or differentiation, depending on the findings and identified objectives.
Ensuring Lasting Impact
Having the support of an external facilitator promotes continuity and prevents falling into routine, helping to keep the planned culture alive and relevant. Important questions to consider include how to communicate the cultural profile and how to adapt annual strategies to achieve the new vision. These initiatives ensure that strategic planning is a dynamic and effective process in the life of the church.
Revised January 2024
Written by Liza Torres-Rondón, MS, MDiv
Liza Torres holds a master's degree in Industrial Organizational Psychology from Albizu University and a second master's degree in Divinity from the Evangelic Seminar of Puerto Rico. She is also a Certified Coach and has contributed significantly to designing and delivering Culture To Fit's customized training strategies. Over the past 10 years, Liza has facilitated courses and interventions in strategic planning, team building, personal development, leadership, supervision, emotional intelligence, coaching, and change management. She is one of the lead facilitators of our Leadership Journey Program and a lead consultant for change management interventions.