Creating a successful task force requires a lot more than asking for volunteers. Critical thought needs to be given to identifying the right task force members and process design. Using task forces, in favor of standing committees, can add value, but the true value is experienced when you take a strategic approach to task force formation and process design.
High performing boards engage in strategy development. But, high performing organizations engage more than just their boards in the strategy development process.
Although it is the Board that is responsible for approving strategy and 68% of non-profits report that staff and board work jointly to develop the strategy (Gazley & Bowers, High Performing Board), good strategy is developed by actively engaging a broader group of stakeholders.
Although not-for-profit boards are more diverse, on average, than for-profit boards, achieving optimal board diversity is especially challenging for associations that represent industries that are lacking diversity in the upper executive ranks. However, even in situations where the bulk of industry leaders are white males, there are steps that can be taken to formulate a diverse board.
Ultimately, the goal is to achieve diversity of thought; diversity of thought is achieved by intentionally recruiting people with varied backgrounds to a board that embodies inclusivity.
Developing good strategy doesn’t require a complicated process. There is no denying that developing good strategy is hard work, but, the reality is, the formula is simple: Diverse Perspective + Problem Identification + Problem Investigation = Good Strategy.
The genesis of all good strategy is applying diverse perspective to properly defining and systematically investigating the problem. All three components overlap and must be used; using any one or two components will result in an incomplete strategy, the wrong strategy or no strategy at all.
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