As an association executive, I have facilitated strategic retreat sessions several times for the association that I work for and also get invited to do similar sessions for other associations. For me, building a strategic thinking culture in associations (and even in business organizations) is critical to growth and sustainability.
Strategic retreat is not strategic planning per se. Strategic planning is a systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them. A strategic retreat, meanwhile, is a good team exercise to take stock and gauge the progress in achieving your strategic plan. It is an opportunity to step back (i.e., retreat) from your daily routine to discuss needed adjustments to your plan or other pivotal organizational issues. Interestingly, the term “strategic retreat” has its origins from the military—the retreat and regrouping of forces.
I recently conducted a strategic retreat session for the board and senior management of a convention facility. In my research for an appropriate framework to come up with a foundational and inspiring statement of purpose and commitment for the organization, I found out and decided to use Simon Sinek’s “Golden Circle” concept.
Management theorist, author and motivational speaker Sinek purports that great and inspiring organizations seem to create their foundation by first addressing the question of why they exist, then how they go about their purpose, and then finally, what they do—the exact opposite many organizations do and communicate.
He adds that people don’t buy what you do, they buy why you do it and cites the example of Apple. Here’s Apple’s Golden
Circle statement:
In everything we do, we believe in challenging the status quo and thinking differently. The way we challenge the status quo is by designing our products beautifully, simple to use and user-friendly. We just happen to make great computers.
Notice that Apple started with its “why.” The sequential questions to be answered are:
Why —The core belief of the business; the reason the business exists;
How—the manner by which the business fulfills this core belief;
What—the things the company does to fulfill this core belief.
I think starting with why is very much valid for associations, as well since they exist for a purpose, a cause, or an advocacy. “Purpose” has a deeper meaning and impact as it strikes at the very core of an association and answers these basic questions: “Why do you do what you do?,” “Why do you exist?,” and “Why do you serve your cause?.” So purpose is the beacon that guides and answers the why.
Members and leaders of associations must know by heart their purpose for strategy and direction. If you are not clear about your purpose, then you will not know what to do and where to go. This is as basic as it can get.
The column contributor, Octavio Peralta, is concurrently the secretary-general of the Association of Development Financing Institutions in Asia and the Pacific (ADFIAP) and the CEO and founder of the Philippine Council of Associations and Association Executives (PCAAE).
PCAAE is holding a mini-conference on public relations, branding and communications on June 6, 2018 at the Philippine International Convention Center (PICC). The event is supported by ADFIAP, the Tourism Promotions Board and the PICC.
E-mail inquiries@adfiap.org.