There are some people you may be tempted to put on your strategic planning team who should not be there. This is not because they wouldn’t add some valuable input, but rather, it is because their role (or roles) call for a different relationship with the strategic planning process.
One of the trickiest people to include - or exclude - from you strategic planning is board members. There are some good reasons to have a SHORT strategic planning session with the board. After all, the overall governance of the organization is the board’s responsibility. That being said, most board members have little (if any) relationship to the day-to-day operation of the credit union. What this means, in practical terms, is that board members will not likely have as much information about member behavior as the active management team – and their commitment, while crucial, will not actually cause the real nuts-and-bolts implementation of the plan. I discuss some of the reasoning behind who should and should not be on the team in my earlier strategic planning book, "Simplified Strategic Planning".
What we recommend for board involvement in strategic planning is pretty simple. In between meeting one and meeting two of the process, you should plan to have a board retreat (typically one or two days) where you review the existing data (the worksheets from sections 1-4 will mostly be done by this point – and they are perfect for this) and discuss a set number of issues that will require board discussion. A good idea for this short meeting is for the CEO to canvas the board well before the meeting and create the list of issues himself, possibly in conjunction with the strategic planning team leader. This approach will give the board ample opportunity to provide input to the second strategic planning meeting, where the strategies, goals and objectives will be further refined in order to drive implementation.
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