Operating at the Intersection of Strategy and Execution

Working at a mission driven organization - whether it be a school, church, or nonprofit - asks that we give irrationally of ourselves to our cause. We pour ourselves into the mission, often sacrificing potential earnings in the for-profit sector, because we believe that there is greater good that we can provide to the world, a noble cause with lives to save, hearts to heal, and minds to nurture. And yet, many nonprofits struggle with the discipline required to execute their mission as effectively as they could.

After completing my twentieth year working in independent schools under five different heads of schools, I have seen this challenge repeat itself year after year, day after day. Good intentions are replaced by even better intentions as organizational focus wanes before a strategic goal is fully executed. Initiatives are cannibalized by other initiatives. Finite budgets force leaders to pick and choose which priorities gain institutional backing, all while donors push forward on their own “priorities” that may or may not align with our strategic plan. 

When organizations have individuals operating consistently at the intersection of strategy and execution, they move their mission forward with greater velocity than those who are forced to zig-zag their way toward their strategic goals. The challenge for nonprofits is finding those individuals who thrive at this intersection of strategy and execution. As we consider how to build teams and surround ourselves with the right skillsets, we must consistently ask ourselves three questions.

Do we have the right lens kit? 

My wife is a photographer and she always wishes her zoom lens had a bit more zoom, and yet in the next breath, needs to zoom out and catch the wide angle shot. Having the right lens kit (her solution has been two cameras with her at all times) allows her to both zoom in and catch the magic of the minutiae, while remaining keenly aware of the big picture going on around her. Having the same mindset within our organizational leadership teams is crucial to successfully operating at the intersection of strategy and execution. If we get too focused on the details (the execution) we miss how different initiatives can work together to achieve a larger goal (the strategy). We have to make sure our teams can zoom in and zoom out, AND that someone is responsible for helping us change lenses when we need to. 

Do we have a “no” person on our team? 

The passionate nature of nonprofit work usually leads to mission creep if we are not careful. We take on too many initiatives, dilute our focus and hinder effective execution of our core strategy as our internal teams try to keep up with shifting priorities. A strong strategic framework helps resist this, however it is critical that we have someone on our team is happy to play the role of “no” person. This person needs to have a short lens view (a big picture observer) and to keep a critical eye on how the internal staff is reacting to strategic initiatives and their execution. It is not fun being the “no” person, but it is a critical role that the highest functioning teams embrace as part of their efficient operation. As my colleague Derek often reminds our team at Proctor Academy, “Let’s do less, better.” 

Do we understand our own “knowing-doing gap”? 

Possessing a strong organizational culture that values accountability, learning, and adaptability is crucial for effective execution in nonprofits. This includes empowering staff, fostering collaboration, and embracing continuous improvement. These are all great ideals that we would love to have at our organizations, and, yet, in my experience, it is a rarity for a nonprofit leadership team to possess half of these attributes, let alone all of them. Therefore, it is critical that we are aware of our own “knowing-doing gap”. Are we realistic in how much we can take on? Do we understand our shortcomings as executors? Are we taking into account our limited resources as we stack strategic initiatives on top of each other? While having a clear strategy is essential, nonprofits operate in dynamic environments. We must understand what we can, and cannot, do, and then iterate based on changing needs, unexpected challenges, or organizational fatigue. 

If we can ask ourselves these questions, we can inch our way to more effectively operating at the intersection of strategy and execution. We will not be perfect, but we will be intentional in our efforts to amplify our organization’s mission, and that is worthwhile work for each of us.