Strategy as Practice: Turning Vision Into Everyday Discipline

Strategic plans are easy to write and hard to live.

Too often, a plan is drafted, celebrated, and then quietly filed away—its purpose forgotten until the next planning cycle. But the real work of strategy begins after the plan is printed. A plan that doesn’t shape daily decisions is just a document; a strategy that informs how you lead, allocate resources, and communicate progress is what moves organizations forward.

In one of my early leadership roles, I inherited a solid but stagnant strategic plan. Rather than starting over, I worked with the board to translate that plan into action: we created progress dashboards, built communication loops to keep stakeholders informed, and made the plan visible and usable at every level of the organization. Over time, that transparency built trust, accountability, and momentum.

That experience taught me that strategic planning defines the “what” and “why,” while strategic management delivers the “how” and “when.” The difference lies in discipline—the habit of revisiting and refining your direction as conditions evolve.

For small nonprofits, this doesn’t require fancy tools or consultants. It requires consistency. If your plan is sitting on a shelf, dust it off. Bring it into the room. Talk about it in staff meetings. Celebrate progress. Adjust goals. Strategy isn’t a one-time event—it’s a rhythm you build into your organization’s pulse.