“Shakespeare doesn’t really write subtext, you
play subtext.”
~
Gary Oldman, English stage and film actor
Strategic
planning requires deep organizational examination by key staff, boards of
directors, and a variety of internal / external shareholders. Who are we?
What are we trying to achieve? What are our challenges and opportunities? Who
do we want to be in five years? Questions about “thriving” are more difficult
to answer when your organization is more focused on “surviving”, but strategic
planning should move your organization forward, no matter where you are.
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| What's the subtext of your Strategic Plan? |
In
monologue workshops, theater instructors often direct young artists to have a
vision for their scene and press the students with the same questions over and
over – What is your objective in this scene? What are your obstacles and your
tactics for overcoming? Some artists answer without hesitation while others
pause, having no premeditated answer. Good instructors don’t provide the
students with the answer, only more questions. Layer by layer, subtext is
formed and the actor can create a deeper, more compelling performance.
An
award-winning playwright can produce a play full of words and stage direction,
but that’s not yet “theater”. The work is handed over to the performer to bring
the work to life through interpretation, depth and delivery. Through text
analysis, collaborative input and careful exploration, the work becomes
alive. Continuing questions – What’s your objective? What are your
obstacles and what are your tactics for overcoming those obstacles? – breathe
life into the story.
Creating
and implementing strategic plans are not much different. Although important,
the plan is more than just dreams. Ideas come together as plans are forged and
left for key players to exercise and interpret, to act upon and assess.
As arts & cultural management consultants, RSC has witnessed this process
and its rhythms many times as we’ve partnered with clients to develop strategic
plans and funding growth initiatives. When done well, the plan evolves from
being a simple document to becoming a deep, maturing interpretation of the
organization’s aspirations, goals and pathways to success.
Is your
strategic plan a plan full of words and numbers or is it alive and moving your
organization forward? RSC recommends a strategic planning and
implementation process that is structured yet fluid and flexible, where roles
are refined and matured with tactics that propel the arts organization
forward.
If you
want to understand the subtext of your strategic plan, RSC can help through our
proven methods of step-by-step
counsel and expertise, exploration and direction. Together we can put
into action an invigorated, deeper and more compelling effort for your
organization.
