I’ve always thought strategic planning was best summed up by Yogi Berra when he said, “You’ve got to be very careful if you don’t know where you’re going because you might not get there.” Oh so true. Strategic plans help us distinguish between doing things right and doing the right things. But once developed, a strategic plan needs to be implemented. That action may have been best described by comedian Will Farrell in a “Saturday Night Live” skit where he mocked then-candidate George W. Bush back in 2000. When asked to describe his campaign in one word, the Bush character answered, “strategery.”

Besides quoting Yogi Berra and Will Farrell in the same paragraph, my point is that strategic plans need to be thoughtfully developed, effectively implemented and constantly reviewed. I’ll call that “strategery in motion.” 

At its January meeting, the WRA board of directors reviewed and reaffirmed the WRA’s strategic plan. In preparation for that meeting, we reviewed that plan and juxtaposed it to our current priorities. It was an interesting exercise.

The preamble of our plan describes a real estate industry that was emerging from the Great Recession. I suppose we’re still emerging in many ways. Specifically, the preamble describes our members as having survived that recession with a renewed recognition that real estate consumers want and need more than statistics and pictures on a computer or smartphone screen. They need neighborhood-specific knowledge from real estate professionals who are committed to their communities and their neighbors. 

The title of our strategic plan is “Creating a Dynamic Real Estate Market that Brings Our Communities to Life.” Our organizational mission sets our macro direction and reads: “To support our members by providing quality education, superior legal information, unparalleled public policy advocacy and cutting-edge business technologies.” Our vision provides inspiration for the future we seek: “A dynamic real estate market that brings Wisconsin communities to life with great homes, businesses, jobs, neighborhoods, schools, satisfied customers and successful REALTORS^®.” 

This lofty mission and vision is followed by four “pathways” for achieving these goals. First, we will take a leadership role in making Wisconsin’s economy prosper. Second, we will preserve and protect the real estate marketplace. Third, we will be the voice of, and a strong advocate for, homeowners and property owners. Finally, we will be the standard of excellence for our members and the profession.

Since adoption of that plan, we have taken many steps toward realizing these goals. But one need only look at the recently concluded legislative session to see that our public policy priorities promote the strategic goals of protecting the real estate marketplace and strongly advocate for property owners. We supported legislation to modernize Wisconsin’s real estate license laws to better protect consumers as well as licensees. Our efforts to protect private property rights by improving the regulatory environment at both the state and local levels and our support for homeowners’ right to rent their homes demonstrate our strategic goals of supporting the public and our profession.

The WRA’s leadership roles in organizations like Competitive Wisconsin Inc. and the Wisconsin Education Business Roundtable are helping advance our strategic goals of helping Wisconsin’s economy and education system improve.

Later this year, the WRA will undertake a more detailed review of our strategic plan in light of the threats to our industry as delineated in the National Association of REALTORS^®’ Definitive Analysis of Negative Game Changers Emerging in Real Estate Report, also known as the “D.A.N.G.E.R. Report.” While we will undoubtedly make some changes, I believe the basic direction and machinery of our existing plan will remain intact because it embodies the right mission and vision.

That was the conclusion of our board of directors too. This plan, in its current form and with potential changes, will continue to set our direction and drive our programming priorities. I’d say that’s successful strategery in motion.