Take the Risk Assessment Quiz
Learn how leading nonprofits maintain focus through clear governance, disciplined leadership, and strategic “mission-fit” decisions that build impact without distraction.
With mission creep on the radar as a major risk, many sector experts and organizations are actively developing strategies to counteract it. From governance practices to donor relationships, there are emerging best practices aimed at keeping nonprofits focused on what they do best. Below, we outline some of the key recommendations and responses, as highlighted in recent literature and case examples:
A strong, clear mission statement is the first line of defense. A hazy or overly broad mission invites drift, whereas a sharp mission definition helps the board filter opportunities. Nonprofit boards should periodically revisit their mission statement and ask, “Does this still capture our purpose and priorities?”
If the mission has legitimately evolved, update it formally, but if not, let it serve as a firm boundary. Forbes Nonprofit Council suggests displaying the mission statement at board meetings and regularly asking how each discussion supports it, helping keep conversations focused. Boards should use the mission as a litmus test for any new program or grant. Some organizations use a mission-fit checklist to quickly screen new projects; if a project doesn't align with the mission or strategic plan, it's likely declined.
A well-crafted strategic plan translates the broad mission into specific goals and program priorities, making it easier to say no to extraneous work. With clear objectives and a strategic plan as guardrails, new ideas can be assessed for whether they contribute to the strategy or would derail it. Many nonprofits coming out of the pandemic have engaged in scenario planning for the next 3-5 years, explicitly including mission focus as a criterion. Focus on what the organization does best and where it can have the most impact. This mantra helps leadership resist the allure of doing a bit of everything.
In practice, this means disciplined expansion: pursue growth opportunities that deepen impact in the mission and politely decline those that lead into side arenas. Some nonprofits use pilot programs as experiments by testing a new activity on a small scale and measuring results. If it clearly serves the mission, it can be integrated, and if not, it is discontinued. This kind of strategic experimentation can prevent permanent drift from one off-track decision.
Boards of directors have a critical role in preventing mission creep. Since staff, especially fundraisers, might be incentivized to chase revenue, the board should act as the mission’s guardian. Good governance practices include making “mission adherence” a standing agenda item or a metric the board monitors. Another concrete practice is establishing criteria for evaluating new grants or partnerships, which might require board approval for any initiative that is outside the current strategic plan.
Additionally, board members should encourage a culture where concerns about mission drift can be raised without defensiveness. If a staffer or donor questions whether a program truly contributes to the mission, leadership should treat that as a serious question, rather than an annoyance. In other words, listen to your stakeholders. If volunteers, clients, or donors are confused about why you’re doing something, it may be a warning that the nonprofit is going off script.
Alongside board oversight, the mindset of executive leadership is pivotal. Cultivate the discipline to say “no” when necessary, even to powerful donors or exciting ideas, if an opportunity does not serve the mission. This is easier said than done, as nonprofit leaders by nature want to help and tend to be optimistic about doing more. However, leadership training now often includes components on focus and avoiding mission creep.
Some CEOs keep an “opportunity parking lot” – ideas or offers that are tabled for now because they don’t fit the mission but are recorded in case the mission ever broadens intentionally. It’s a way of psychologically acknowledging good ideas without acting on them immediately.
Another tactic is for leaders to communicate the mission constantly to staff and supporters, creating a shared understanding of the organization’s scope. When everyone knows the focus of the organization, it’s more likely someone will point out if it drifts off course.
Because donor-driven diversification is a major cause of drift, managing relationships with funders is key. Nonprofits are increasingly encouraged to align their fundraising strategy to their mission – not vice versa. This involves clearly articulating funding needs that support core programs and proactively seeking funders who share that vision. When approached with funding for something outside the mission, organizations can respond by linking the donor to another nonprofit for whom it is a fit or by negotiating to redirect the gift to a mission-centric purpose. In the long run, passing the project to someone who can execute on it is much more likely to create win-win outcomes.
Finally, nonprofits should periodically conduct an internal “mission audit.” This means reviewing all programs and expenditures and asking whether each aligns with the mission and delivers impact proportional to the effort. Programs that score poorly on alignment might need to be re-scoped or phased out. It can be tough to end a program, especially if it has supporters or a long history, but if it represents mission drift, sunsetting it can strengthen the organization in the long run. A famous guideline from management guru Peter Drucker is to ask, “if we weren’t already doing this, would we start it now?” – if the answer is no, stop.