A leader argues that if something made it onto the strategic plan, the organization has the resources to execute it now instead of waiting. Achieving only 15% of the plan over two years is unacceptable when you have the staff and budget to move at full speed.
I'm a fast mover. I do not like to move slow. If something's important enough for us to take 2 days and meet with the entire board and other members, we've got vendors in this strategic planning, we've got other members in this strategic planning. If it's worth us getting in this room and discussing this and saying this is the direction we need to go, we shouldn't be looking back 2 years from now going, well, we accomplished 15% of that. To me, that's not acceptable. If we say this is on the strategic plan, you need to tell me why we shouldn't be going full speed ahead on every one of those at the same time. We have the staff to do it now, and frankly, we have the money to do it. It's time for us to spend some of the money in our war chest for these things and do it quickly so that people feel it right now.
