5 Mistakes Boards Make During Strategic Planning (And How to Fix Them)

Practical advice for boards to steer clear of common pitfalls during strategic planning

#1: Treating Strategy as a Checklist

When boards view strategic planning like a sequence of tasks, the energy drains fast and the plan feels disconnected from the business. That mindset is a major board planning mistake.

Why it happens

• The board receives a template and simply fills boxes.

• Focus is on ticking “mission, vision, goals, KPIs” rather than engaging with purpose and context.

• The plan is handed down to management rather than co‑owned by the board and team.

How to fix it

• Re‑frame the discussion: Ask, “What difference will this make one year from now?”

• Make it collaborative: Facilitate interactive sessions so the board and executive team co‑create the plan together.

• Embed enquiry into the process: Rather than asking “What do we want to achieve?”, start with “What are we becoming because of this plan?”

#2: Ignoring the Culture and Team Dynamics

Even the most visionary strategy will struggle if the board overlooks the internal dynamics. Ignoring team behaviour and cultural factors is a big board planning mistake.

Considerations for board members

• How aligned is the leadership team around the strategic direction?

• What unwritten norms might be blocking change?

• How will the board ensure culture is a positive enabler, not a hurdle?

How to fix it

• Use a short “culture health” diagnostic early in the planning process.

• Build a section into the plan for “people and culture enablers”.

• Set regular check‑ins (board to leadership team) on culture indicators not just financial ones.

#3: Overlooking Resource Realities

One of the most common board planning mistakes is assuming resources magically align. Without honest reflection on resourcing, even the best strategic initiatives stall.

Real‑world lens

• Does the organisation have the people, time and budget to execute the strategy?

• Is the board comfortable saying “no” to initiatives that don’t fit resource constraints?

• Are contingency plans in place if a key resource becomes unavailable?

How to fix it

• Develop a resourcing map alongside the strategy: assign roles, estimate effort, link to budget.

• Enforce a “stop launch” moment: board and executive team review all strategic initiatives and decide which to proceed, which to pause.

• Schedule resource reviews quarterly, not only when things go wrong.

#4: Failing to Monitor and Adapt the Strategy

Board planning mistakes often include treating the strategic plan like a static document. Strategy must evolve, yet many boards don’t build in the adaptability.

Why static is risky

• Market shifts, technology changes and customer behaviours evolve faster than expected.

• If the board only reviews progress once a year, the plan becomes outdated.

• Without mechanisms to adapt, the board may lose its relevance in guiding the organisation.

How to fix it

• Introduce monthly or bi‑monthly “strategy check‑ins” where the board reviews:

  • What’s changed externally?

  • What assumptions are no longer valid?

  • What will we stop, start or scale?

• Use a simple dashboard with leading and lagging indicators so trends are visible early.

  Commit to an annual “refresh” session where the board and executive team revisit assumptions, resource allocations and strategic priorities.

#5: Not Aligning Board Discussions with the Strategic Plan

Finally, a common board planning mistake is when board agendas wander without reference to the strategic plan. If every meeting doesn’t bring the strategy back into focus, momentum is lost.

Signs you’re drifting

• Board minutes show discussions mostly on operational issues.

• Strategic themes from the plan are rarely or inconsistently referenced.

• New issues are raised without linking back to the strategic priorities.

How to fix it

• At the start of each board agenda, include a “strategy checkpoint”: named strategic priorities and progress.

• Map each agenda item back to one or more strategic goals and have the board explicitly note the link.

• Use a “red‑amber‑green” strategic priorities status report in each meeting so the board can stay anchored in the strategy.

What Strong Boards Do Differently During Strategic Planning

The strongest boards are those that recognise and address board planning mistakes early: treating strategy as a checklist, ignoring culture and team dynamics, overlooking resource realities, failing to monitor and adapt, and letting meetings drift away from the strategic plan. By engaging an external facilitator with the right approach, the strategy stays alive, relevant and actionable. Remember the board’s job is not only to approve strategy but to champion, monitor and adapt it with the team.

If you’d like some help fine‑tuning how your board navigates strategic planning, get in touch to discuss our Strategic Planning services. Together we can build a plan your board embraces and actively drives.

FAQ About 5 Mistakes Boards Make During Strategic Planning

1. What is a board strategic planning mistake and how can I spot one?

A planning mistake refers to missteps the board makes during strategy development or execution. You can spot one by noticing that initiatives aren’t progressing, board meetings don’t reference the strategic plan, or culture and resources aren’t aligned. For a deeper dive, see our Strategic Planning services.

2. How often should a board revisit the strategic plan?

Ideally the board should have monthly or bi‑monthly check‑ins and an annual full review. This ensures the strategic plan remains relevant as conditions change.

3. How can I ensure our board stays aligned with the strategic plan during every meeting?

Start each meeting with a “strategy checkpoint”, map each item on the agenda to the strategic goals and use a status report. If alignment is slipping, our Executive Business Coaching can help your board regain focus.