The process of strategic planning wears out institutions. Strategic planning, pursued with high purpose and energy, is enervating and exhausting. In this article, the author describes the value-added work of trustees in high-performing boards and discusses the role boards of trustees play as the process of continuous strategic planning unfolds. High-performing boards, those that effectively practice integrated governance, use this institutional tipping point--the end of formal strategic planning and the beginning of implementation--in ways that raise the board's performance to a higher level of excellence and raise the board's profile as a leader in governance. After adopting a strategic plan, boards should work with the institution's leadership team to develop strategies for carrying it out, including generating philanthropic and other external resources. Members of boards of trustees are living in a new era of expectations for performance in an environment, both internal and external, that is filled with challenges. How the board fulfills the governance responsibilities during the implementation of a strategic plan will go a long way toward determining the board's success.