The Church Revitalization Podcast – Episode 266
You’ve recognized the need for strategic planning in your organization. The vision feels fuzzy, alignment seems off, and there’s a gnawing sense that you’re not moving forward as effectively as you could be. But as you contemplate launching a strategic planning process, an important question arises: When is the best time to start?
While the honest answer is “as soon as you recognize the need,” certain times of the year can set you up for greater success than others. Understanding these optimal windows—and equally importantly, knowing which times to avoid—can help you maximize the impact of your strategic planning efforts.
The Absolute Best Time: Early Calendar Year
If you have the luxury of choosing your timing, the beginning of the calendar year (January-February) stands out as the golden window for strategic planning. Here’s why this period works so exceptionally well:
Established Operational Rhythm
Unlike the dramatic shift that comes with the start of a fiscal year or academic season, January finds most organizations in their operational groove. Your core programs and initiatives are humming along, your team has settled into their roles, and you’re not dealing with the chaos of major transitions. This stability provides an ideal foundation for strategic thinking and planning.
Post-Holiday Focus
After the rush of the holiday season, January and February typically offer a clearer mental space for strategic work. Team members return from the break refreshed and often carrying a “fresh start” mindset that’s perfect for big-picture thinking. The relative quiet of these winter months, with fewer competing events and commitments, allows for focused engagement in the planning process.
Optimal Implementation Timeline
Starting in January or February creates a natural progression for implementation:
- Months 1-3: Complete core planning work
- Spring: Begin initial implementation steps before major spring events
- Summer: Utilize slower periods for behind-the-scenes preparation
- Team recruitment and development
- Systems and process refinement
- Resource allocation planning
- Fall: Launch major initiatives when engagement typically peaks
Second-Best Option: Late Summer/Early Fall
While not quite as optimal as the early calendar year, late summer to early fall (late July through early September) presents another strong window for strategic planning. This period capitalizes on the natural rhythm of organizational life and the “back-to-school” mentality that persists long after we’ve left the classroom.
Advantages of Late Summer Launch
- Return from Vacation Mode: Team members are typically returning from summer breaks refreshed and ready to engage
- Natural Planning Mindset: The back-to-school season creates an innate orientation toward planning and fresh starts
- Program Year Alignment: Timing aligns well with the traditional program year for many organizations
- Holiday Buffer: Provides enough runway to complete core planning before holiday disruptions
Implementation Considerations
Starting in late summer does present some unique implementation timing challenges:
- Core planning work typically concludes around Halloween
- Limited implementation window before holiday season (November-December)
- Major initiatives often need to wait for following fall launch
- Longer gap between planning and full implementation can impact momentum
When to Avoid Strategic Planning
Understanding when not to start a strategic planning process can be just as valuable as knowing the optimal times. Here are the periods that typically present the greatest challenges:
The Holiday Season Dead Zone (November-December)
Starting a strategic planning process as you enter the holiday season is like trying to swim upstream during a flood. Here’s why:
Scheduling Nightmares
- Multiple holidays disrupt workflow
- Increased personal commitments for team members
- Higher rates of vacation and time off
- Competing organizational priorities (year-end activities, holiday events)
Engagement Challenges
- Split attention between planning and holiday preparations
- Reduced attendance at key meetings
- Mental energy focused elsewhere
- Budget planning conflicts for many organizations
Momentum Disruption
The stop-start nature of holiday schedules makes it nearly impossible to build and maintain the momentum necessary for effective strategic planning. While existing processes can continue through this period, launching new ones is particularly challenging.
The Spring/Summer Challenge (Post-Easter Through July)
Of all the potential times to launch a strategic planning process, the late spring through early summer period presents perhaps the most significant challenges. While it might seem like a natural time for reflection and planning, several factors make this period particularly problematic:
The Event Gauntlet
Spring and early summer present a relentless parade of events and observances that fragment attention and attendance:
- Mother’s Day
- Memorial Day
- Graduations
- Father’s Day
- End-of-year school activities
- Awards ceremonies
- Wedding season
- Summer camps and programs
Each of these events not only takes up calendar space but also mental and emotional energy that could otherwise be devoted to strategic thinking.
The Vacation Vacuum
Summer vacation schedules create a “swiss cheese” effect on participation:
- Team members rotate through vacation times
- Key decision-makers may be unavailable for weeks
- Family commitments increase
- Extended breaks disrupt continuity
- Reduced attendance at regular meetings
Momentum Killer
Perhaps the biggest challenge of starting in late spring is the inability to build and maintain momentum:
- Planning efforts get interrupted by summer breaks
- Teams often need to “restart” in the fall
- Details and decisions may need to be revisited
- Energy and enthusiasm can wane during long gaps
Special Considerations & Exceptions
While timing principles are important, they shouldn’t become rigid rules that prevent necessary action. Several scenarios warrant different approaches:
Large Organizations & Staff-Led Processes
Organizations with substantial staff teams (typically 500+ members, 6+ staff) often operate under different dynamics:
Advantages of Staff-Led Planning
- Greater scheduling flexibility
- Built-in accountability through employment
- Consistent availability of key participants
- Ability to maintain momentum through traditional “down” periods
Best Practices for Staff-Led Planning
- Schedule around staff meetings and workdays
- Utilize existing organizational rhythms
- Plan around staff vacation schedules
- Maintain clear communication channels
- Set specific deliverables and timelines
Crisis Response & Transitions
When facing significant organizational challenges, traditional timing considerations become secondary:
Situations Requiring Immediate Action
- Significant decline in key metrics
- Leadership transitions or vacancies
- Financial challenges
- Market disruptions
- Competitive pressures
- Regulatory changes
- Mission drift
- Cultural challenges
Making the Right Call for Your Organization
While timing can influence the success of your strategic planning process, it’s crucial to maintain perspective. The difference between optimal and sub-optimal timing is often marginal compared to the cost of delay. Here are some key principles to guide your decision:
When to Prioritize Timing
- If you’re in a stable position and seeking proactive improvement
- When you have the luxury of planning 3-6 months ahead
- If you’re aiming to align with natural organizational rhythms
- When you want to maximize voluntary participation
When to Act Regardless of Timing
- If you’re experiencing significant decline
- During leadership transitions
- When facing immediate strategic challenges
- If you’ve already delayed necessary planning
- When your organization lacks clear direction
- If alignment issues are causing operational problems
Final Thought
Remember this fundamental truth: The best time to begin strategic planning is when your organization recognizes the need for it. While January-February and late summer provide optimal conditions, waiting for the perfect moment can be more damaging than starting at a less-than-ideal time. The benefits of having a clear strategy and aligned organization almost always outweigh the incremental advantages of perfect timing.
The key is to be aware of timing considerations so you can plan accordingly and set appropriate expectations—not to let timing become a barrier to necessary organizational development. Whether you choose to begin during an optimal window or need to start immediately, success ultimately depends more on commitment, engagement, and execution than on the calendar date you begin.
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Scott Ball is the Vice President and a Lead Guide with The Malphurs Group. He lives in East Tennessee with his wife and two children. (Email Scott).
