11 Questions to Set Better Goals for Your Nonprofit

Goal setting is at the heart of effective nonprofit management. Whether you're setting goals annually or revisiting them regularly as part of a structured framework, it’s essential to ask yourself the right questions to ensure you're setting the best goals. Here are 11 powerful questions to help guide you in making more impactful, strategic decisions.

1. How Will Achieving This Goal Move Us Forward?

Every goal should have a purpose beyond just getting something done. Ask yourself:

• How does this goal align with our mission?
• Will it lead to measurable impact?
• Will achieving this goal help us make a bigger impact?

If it doesn’t move you forward in a significant way, it may be time to rethink its priority or relevance.

2. What Secondary Impacts Will Achieving This Goal Have?

Some goals come with extra perks. Completing one task might provide a domino effect of benefits. For example, launching a new program might also lead to increased community engagement or new funding opportunities. However, don’t get distracted by these side benefits—keep your primary objective front and center. Ask yourself:

• Will this goal impact other areas of our organization?
• Could this goal unlock new opportunities, such as funding or partnerships?
• What additional benefits could we see from completing this goal?

3. Is This the Best Use of Our Resources?

Efficiency is key. When deciding on a goal, you need to ask yourself, “Is this the best use of our resources?” One way to think about this is by reframing the question: “If we had $30,000 to spend, is this the best way to use it?” Often, this perspective shift helps clarify what’s most effective. ask yourself:

• Is this the best way to use our time, money, and staff capacity?
• Could these resources be more effectively used elsewhere?

4. What Happens If We Do Nothing?

Sometimes the most strategic move is to not take any action at all. Consider what happens if you don’t pursue this goal:

• Will things remain stable, or could problems arise later on?
• Would we lose opportunities or momentum by waiting?
• Could inaction actually lead to better results than acting now?

In some cases, inaction could be the most efficient decision.

5. What Would We Do Differently If Money Wasn't an Issue?

Sometimes worrying about budget constraints prevents us from creating effective, innovative solutions that are actually within our reach. Ask yourself:

• How would we approach this goal if we had unlimited funds?
• What innovative or game-changing actions could we take?
• Is there a middle ground that balances financial constraints and high-impact activities?

This thought experiment might reveal more efficient or effective ways to pursue the goal.

6. How Important Is It to Work on This Goal Right Now?

Timing is everything. Often, the downfall of a strategic plan isn’t the goal itself, but when the organization tries to execute it. Ask yourself whether this goal is essential right now or if it can be postponed to a more appropriate time.

7. What Would Happen If We Waited on This Goal?

Sometimes a goal is good, but not urgent. Pinning it for a later time may allow you to focus on higher-priority activities. This doesn’t mean abandoning the goal, but recognizing that there may be more pressing things to address first.

8. What Assumptions Are We Making?

Be aware of the assumptions you're operating under. Understanding the difference between what you know for sure and what you assume can help you avoid potential pitfalls and reduce risks. Ask yourself:

• What assumptions are driving our decision to set this goal?
• Are these assumptions based on facts or guesses?
• What are we assuming that might not be true, and how can we verify our assumptions?

9. Are We Sure We Have Buy-In?

No goal succeeds without buy-in from the people tasked with helping achieve it. Ask yourself:

• Do we have buy-in from staff, volunteers, and stakeholders?
• Are the people who will be working on this goal committed to its success?
• How can we ensure that everyone understands the importance of this goal?

Without full buy-in, even the best goals can struggle to gain traction.

10. Do We Have the Resources to Accomplish This Goal?

Whether it's money, time, or expertise, resources are key. Do you have what you need to succeed? If not, your first goal should be to build the capacity required to make progress.

11. Can We Build Capacity to Achieve This Goal?

If you don’t yet have the resources to achieve a goal, focus on building the capacity to reach it. This could involve securing more funding, expanding your team, or developing new skills. Your goal can remain, but you’ll first need to ensure you're equipped to handle it. Ask yourself:

• What do we need to do first to build the necessary resources?
• Can we secure funding, staff, or partnerships to support this goal?
• What small steps can we take now to prepare for this goal in the future?
• What partnerships or external support might help us increase capacity?

When capacity is lacking, the first goal should always be about securing the necessary resources to succeed.

By regularly asking these questions during your goal-setting process, you can make better strategic decisions that move your nonprofit forward with purpose and efficiency. Remember, setting goals is a skill, and the more you refine it, the more impactful your organization can become.

About the Author Sarah Olivieri is a coach and trainer for nonprofit leaders, helping them achieve greater impact with less overwhelm. She is the creator of The Impact Method?, a powerful framework that helps nonprofits simplify operations, improve capacity, and build aligned teams. Sarah has over two decades of nonprofit leadership experience, is the founder of PivotGround, and hosts the Inspired Nonprofit Leadership Newsletter and Podcast, where she offers weekly insights for nonprofit leaders.

Sarah holds a BA from the University of Chicago with a focus on globalization and its effect on marginalized cultures and a master's degree in Humanistic and Multicultural Education from SUNY New Paltz.