Navigating Strategic Planning in Crisis: Insights from Greg Nielsen of Nielsen Consulting

In the world of nonprofit consulting, working with dynamic and innovative trainers is a privilege. Recently, I had the opportunity to converse with Greg Nielsen, President and CEO of Nielsen Training and Consulting. Greg has been making waves in the strategic planning field with his fresh approach, particularly in how nonprofits navigate strategic planning during times of crisis. Here’s a recap of our enlightening conversation.

1. Introducing Nielsen Consulting

Greg Nielsen leads Nielsen Training and Consulting, where he works with nonprofits nationwide. His focus spans three critical areas: board excellence, strategic planning, and organizational development. Greg's extensive experience includes working with both small, grassroots organizations and large, international entities, though he has a particular passion for small to medium-sized nonprofits. These are the organizations where his background as a nonprofit CEO truly shines.

2. The Changing Landscape of Strategic Planning

The landscape of strategic planning has shifted dramatically since the onset of the pandemic. Pre-March 2020, long-term strategic plans, often spanning five to ten years, were the norm. However, the current environment calls for more nimble and responsive strategies. Greg has observed a trend toward shorter-term strategic plans, typically 18 to 24 months. This approach allows organizations to adapt more swiftly to changing circumstances, ensuring that strategies remain relevant and actionable.

3. Making Strategic Planning Enjoyable and Effective

One key takeaway from Greg’s approach is the emphasis on making strategic planning a dynamic and engaging process. He highlights that strategic planning should not be a tedious process but rather an exciting opportunity to make bold, impactful decisions. In times of crisis, this process becomes even more crucial. Greg encourages nonprofits to ensure that the strategic planning process is not only enjoyable but also aligned with the organization’s mission and goals.

4. Embracing Shorter Time Horizons

The shift from long-term to shorter-term strategic planning has been a significant change. Greg explains that shorter timeframes, such as 18 to 24 months, allow organizations to stay focused on immediate priorities while maintaining flexibility. This approach also helps in setting realistic and accountable goals, reducing the likelihood of including non-essential elements in the plan.

5. The Role of Big Thinking in Crisis

While crises can lead to a tendency to focus solely on immediate needs, Greg emphasizes the importance of maintaining a vision for the future. He advises nonprofits to look beyond their current limitations and consider broader opportunities. This involves engaging with stakeholders to understand their unmet needs and integrating these insights into the strategic plan. The goal is to ensure that the organization continues to innovate and address significant issues, even in challenging times.

6. Engaging Stakeholders and Utilizing Virtual Tools

Greg has noted an increase in stakeholder engagement through virtual tools. Surveys and online focus groups have become valuable for gathering insights, allowing nonprofits to reach a broader audience and engage stakeholders who may not have been reachable in person. This shift has enabled organizations to better understand community needs and incorporate these perspectives into their strategic planning.

7. Avoiding Common Pitfalls

Several common pitfalls can hinder effective strategic planning. Greg stresses the importance of setting realistic goals and ensuring that the necessary resources are in place to achieve them. He advises against the never-ending planning process, which can lead to frustration and reduced effectiveness. Instead, he recommends setting clear timelines and defining what success looks like for each goal.

8. The Importance of Preparation and Clear Roles

Effective strategic planning requires thorough preparation. Greg emphasizes the need for a clear understanding of roles and responsibilities among board members and staff. Additionally, he advocates for presenting discovery data before planning sessions to ensure that all participants are on the same page.

9. Addressing Succession Planning and Equity

Finally, Greg highlights the increasing importance of succession planning and equity within organizations. He notes that the pandemic has underscored the need for organizations to address potential leadership gaps and ensure that all practices align with core values. This includes considering how remote work and virtual engagement impact equity and accessibility.

Greg Nielsen’s insights offer a valuable perspective on navigating strategic planning in today’s rapidly changing environment. By embracing shorter planning cycles, engaging stakeholders effectively, and maintaining a forward-thinking approach, nonprofits can better position themselves to thrive in both stable and crisis situations.