Design for the Future – “Creating a Strategic Plan That Works”

by: Karen Houston-Johnson, VP, OnBalance, a Department of Credit Union Resources, Inc.

Venture into any credit union, nose around a little bit, and you’re bound to find one.  Whether it’s a carefully organized binder ready for quick reference or a DUSTY folder crammed with scribbled notes and outlines, almost everyone has one – a strategic plan.

The contrast between that organized, well-used binder and the forgotten folder raises a few interesting questions:  How do you formulate and implement a practical strategic plan, and why do it?

Most organizations embark on a strategic planning process believing it will become a ‘dynamic’ guide for the future.  But the line between a plan that is put into action and an aged pile of ideas on a back shelf is thin.

Strategic planning isn’t a simple process.  But those who have been there say coming up with a useful blueprint that is supported by staff AND volunteers isn’t an impossible dream.  In fact, it’s critical to the success of the organization.

The most popular way to devise a strategic plan is to hold an off-site retreat where directors and key staff can gather with an outside facilitator for an all-day or several-day huddle.  However the real work begins months before.  The benefit of using an outside facilitator is to allow key internal members to participate fully in dialogue, brainstorming, and decision making for the credit union.

Holding a retreat not only ‘off-site’ but some distance away can be a tremendous help.  There’s a chemistry that happens when people make a commitment to spend a day or weekend looking hard at a set of issues in their credit union.

Even having a one day meeting just down the street from the office can be enormously helpful.  It’s not easy to get all the directors to concentrate – for them to sit down and focus on all that needs to be considered – and, it’s often not a fun thing to do, especially within the credit union industry the last couple of years.  However, it’s never been more critical TO plan.

The net payoff of strategic planning can be summarized by Peter Drucker’s observation: “The best way to predict the future is to create it.”  Organizations that conduct conversations around their future and produce effective strategic plans have a greater sense of collective energy and focus.  They are always thinking about ways to move closer to their shared vision.  The organization becomes proactive rather than reactive to the constantly changing workplace and marketplace.

Karen Houston-Johnson, CCUE, SCMS, has worked in the Credit Union Industry for 35+ Years and was with Educational Employees CU in Fort Worth for 22 Years.  In her last position with EECU, she was Executive Vice President overseeing the operations of six full service offices.

She formed her own consulting company in 1996 serving credit unions throughout Texas, the U.S. and abroad and joined Credit Union Resources in 2003 as Regional VP of Credit Union Resources Employment.  Effective January 1, 2006, Karen was appointed Vice President of OnBalance, a Department of Credit Union Resources that specializes in Strategic Planning, Training, and Consulting for credit unions and the credit union Industry.

She has also worked with CUNA, as well as the Alabama, Arkansas, Hawaii, New Jersey, Kentucky, New York, Ohio and Maryland Credit Union Leagues.

Her expertise is in a variety of areas including: Management, Operations, Human Resources, Corporate Strategic Planning, Leadership Development and Professional Coaching, Teamwork and Training.  www.curesources.coop/OnBalance.html