What is the meaning of you catch phrase, seeking Farther horizons?

In my opinion, based on decades of working with clients and observing businesses and nonprofit organizations, that we are all too focused on now and the near term. In fact too much time is spend looking at recent historical information instead of what’s ahead. I am seeking, and help clients seek farther planning horizons as my planning model explores in more detail.

Is it okay to skip a year not conducting strategic planning?

Strategic planning yes, in my opinion.

Let’s confirm we’re talking about the same level of planning. As is defined here on my site, it takes a major shift in the way the world works require a re-wright of a mission, vision, or enterprise strategies — guiding directions with no deadlines. What needs more frequent review is a long-range plan: goals and initiatives with dates for accomplishments from 2 to 10 years (often mistakenly called “strategic” planning).

Strategy, mission and vision may not require annual tinkering but the organization needs to continue gathering competitive intelligence, collaborating on findings, and identify opportunities early. Boards of directors and management-teams may still benefit by holding meetings or retreats with a variety of useful agendas.

What is a mission statement?A mission statement is an answer to the question, “why do we exist?” A memorable statement weighs-in at 13 words or less. The statement addresses a condition that will exist when the mission is completed. If a mission explains what the organization does, it should adress why the organization does what it does. Statements about how you do what you do are the strategies, the behaviors, processes and unique characteristics employed to achieve the mission. Your products or services are what you do; if others do them too, your mission describing them cannot be unique.

How does a vision statement differ from a mission statement? A mission could be the solution to a society’s needs that last a century. Visions, conditions to produce in twenty to thirty years, are stepping stones to achieving the mission. Visions address outcomes for both the communities served and key things like what the organization wants to be known for, legacy ideas, and big, hairy and audacious goals (uncover BHAGs rather then drive them.)

Are we free to use other than Robert’s Rules in board meetings? Yes, unless your governing documents specify a particular set of rules to use; if it does, change that provision. Robert’s wrote his rules of order to provide structure for large assemblies: legislatures, associations with hundreds, even thousands of members. Check the index in your version of Robert’s under “Boards,” “Rules of procedure.” Robert’s Newly Revised includes rules for small boards much more appropriate for a boardroom. You may download and modify a rules of order I suggest for credit union boards of eleven and fewer; find it under Ideas and Tools. A larger nonprofit board may additional provisions of Robert’s regular rules to increase structure. Where no rules of order is specified, the Chair’s job includes setting the meeting rules.

Is it true that a proper, legal, board decision requires a motion? No. In a large assembly, a motion is a tool to capture the exact wording so the leadership and the voting assembly can know what it is they are discussing and voting on. The assembly needs a “second” to authorize discussion. In most cases, a Board has discussed a prepared, written proposal making the proposed decision well known; the formality of a motion after the discussion is therefore superfluous.

How long should board meetings last?Generally, regular board business meetings should not exceed an hour. I hear some boards regularly finish in less than an hour. Some boards justify longer meetings so they can hear reports from staff and remain informed. An alternative is to read periodic written reports. Reading a report may take less time and can be referred to later. No, the secretary should not summarize verbal reports in the minutes.