Mid-Year Strategic Plan Review: Q2 Assessment Guide for Leaders
As we approach the end of Q2 2026, it's the perfect time to assess your strategic plan. Whether you're leading a nonprofit, small business, or team, I help organizations like yours evaluate progress, integrate feedback, and build leadership capacity that drives the results you’re working towards!
Check out this free downloadable Success Metrics Worksheet and read on for the basics of what i’m sharing about assessing what’s happening half way through the year.
Section 1: Where Are We in Our Strategic Plan?
What has actually moved forward since the quarter (or year) began? Name the progress you can see, not just the work that stayed busy.
What has changed since we created this plan? Consider capacity, staffing, funding, community needs, and the realities your team is carrying now.
Where does the plan still feel useful, and where does it feel disconnected from the work? A strategic plan should help people make decisions, not just sit behind them.
What needs to be clarified, paused, or supported before Q3 begins? Look for the decisions, conversations, and resources that would help the plan stay alive.
Section 2: Feedback Integration from Q1 and Q2 and Action Planning
Where does your feedback come from?
Check some of these areas:
Employee engagement surveys
Annual reviews
Anonymous collection areas
Post-it notes or meeting notes
Conversations you had with people where you learned something valuable that needs change
Action planning
Are there plans that could be put in place to address the feedback that has come through?
What additional ways do we need to collect feedback in Q3 to help us get better data and make better decisions?
Organizations that take feedback and implement it in a timely manner build trust with employees, showing them that feedback is not just taken but put into action builds a better work culture for all. The more employees see this action taken, the more likely the organization is to receive genuine and helpful feedback the next cycle.
Section 3: Learning and Leadership Capacity Development:
How is your team’s learning? Are you trying new things or putting new systems in place and testing them out? How is the educational part going?
Check in on any one-time trainings that were offered on how to use new software or systems.
Was there a follow-up with each person to see what they need next?
Ongoing long-term educational projects within the organization. How are the results looking? What is needed next?
If your organization doesn’t offer training but offers stipends for staff to use for professional development, do staff know about this? Make sure to create campaigns and messages that support staff in using this benefit.
Do you keep meaning to hire someone to give a workshop on a specific topic that staff have identified as important, but it keeps slipping to the bottom of your list? Reach out if I can help. If I can’t, I know a lot of rad educators who might be a good fit. I’d be happy support you in finding the right person for the job!
Section 4: Measuring Organizational Success Beyond Revenue
Let’s look at the quality of experiences people are having (over the quantity of events or programs). How do we know if something is “working”? How is the organization measuring success? What’s keeping people invested and doing the work?
We are living through a poly crisis; nothing is easy right now. What are some of the wins that people are experiencing that we can uplift while acknowledging the challenges we have faced and how we are taking care of our human selves through this time?
Internal promotion rate: What % of leadership roles are filled from within rather than external hiring? Higher internal promotion rates suggest that that people can see a future within the organization
Voluntary turnover rate: Who is leaving and why? Make sure you’re implementing a strong exit interview strategy to better understand what’s happening.
Review use of sick days or mental health days used: to see if there are trends that the organization can learn from, and if they aren’t being used, that’s a message to interpret as well.
Speed of critical decisions: How long does it take to decide on important matters? Faster (with fewer revisits) = clearer strategy and alignment.
Difficult conversations handled well: We gave feedback about performance, person was defensive at first, but we kept the relationship and they improved
Knowledge preserved and passed along: We documented that process so the next person doesn't start from scratch
Rest and boundaries honored: We actually took a vacation without guilt. We didn't work weekends. In a polycrisis, this IS success.
Section 5: Celebration and Culture
Celebrations, what are these looking like these days and how are they being implemented?
What do department specific celebrations look like?
What do company wide or organization wide celebrations look like?
What do individuals need or want celebration wise - have you asked?
Book a free 30-minute Q2 Assessment Call I am always happy to talk through how I might support you whether in a coaching capacity, through consulting or an educational workshop or training.
Wishing you all the best as you carve out (I know it takes intentional time!) to put energy into looking at where you’ve been, so you can go together into the rest of the year with even more of what you need to succeed.
