Posts Tagged ‘Association Laboratory

15
Nov
16

Building a board strategy

dean-west

Dean West, president/founder, Association Laboratory Inc.

Good leadership requires vision. Strategic vision. Goal-oriented thinking. A team mindset.

And nowhere is this more important than in nonprofits – or for that matter, in any organization in which boards of directors make decisions.

“When working on complex engagements like strategic planning or developing membership value propositions, the ability of the board of directors to think and, through the staff, act strategically has consistently resulted in superior decisions,” said Dean West, president and founder of Association Laboratory Inc. “Superior decisions mean superior outcomes.”

Association Laboratory recently released a whitepaper (scroll down to download) on how associations can build strategic boards.

In its research, the company surveyed 25 chief staff officers and senior association leaders. In summary, there is a finite set of characteristics that define strategic boards:

  • Future focused — A strategic board understands and values the necessity of informed, future-focused strategic discussions.
  • Establishes, prioritizes and monitors goals and interim measurement standards — A strategic board values establishing strategic goals and the corresponding standards or criteria relevant to overseeing implementation of strategies to achieve these goals.
  • Models strategic decision making competencies — A strategic board models critical thinking skills, objective analysis and decision making. It challenges existing assumptions regarding the association’s future role and corresponding business strategy within the industry or profession.
  • Promotes accountability within the board and in the board/staff relationship — A strategic board values and supports an objective, accountable partnership with association management.

All this said, it’s not always easy to find and/or develop those characteristics, Association Laboratory warns.

company higher consil

Photo by Svilen Milev, freeimages.com

For starters, board members are often influenced by professional or personal interests, which may not align with those of the association. And so an ethical battle ensues.

In addition, often board roles aren’t clearly defined so members struggle with expectations. Some of that is because associations often don’t invest proper resources in training and orientation.

So what’s the key to building a strategic board of directors?

According to those surveyed:

  • Associations need to implement volunteer identification, recruitment and development strategies that ensure a funnel of high-quality leadership into the association.
  • Associations need to develop strategies to orient all volunteers to their role and the unique characteristics and corresponding expectations of a peer-to-peer decision making environment.
  • Associations need to be led by a chief staff officer and management team that understands and models strategic thinking and can apply these competencies to their support of the board.
  • The business processes of the association need to support the board’s ability to make decisions within a strategic framework.
  • Associations need to create and support a culture of personal and organizational accountability and continuous improvement.

“As competition for the time, attention and interest of our community’s best leaders grows more intense, the ability of an association to develop a compelling leadership funnel becomes a long-term strategic priority necessary for successfully achieving mission-based and business goals,” Association Laboratory said. “Modern associations and their leaders will create intentional, thoughtful strategies to foster a leadership experience that is attractive to the best and brightest of our professions and industries and will consider the support of these strategies an essential organizational core competency.”

08
Apr
14

Economically engaging

economic downturnThings were humming along pretty well a few years ago. Gas was, well, relatively affordable, grocery bills were somewhat manageable and people were working.

And then 2007 hit. As the economy came crashing down, many of us lost jobs, houses and much more. Stocks and investments plummeted. Luxuries fell by the wayside.

Fast forward seven years, and the U.S. is slowly coming back, experts say. But consumers are cautiously optimistic and their spending reflects hesitation.

And that’s affecting nearly all industries and associations, according to a new Association Laboratory whitepaper released last month, which discusses the future of association engagement.

Simply defined, engagement is the relationship between a person or a business and an association. It considers touch points, interaction and influence. Measuring it is important for success, but doing so has become much more complicated since 2007.

“The recent economic downturn provided evidence that as the economic situation deteriorated, membership engagement, as measured by anticipated membership revenue, decreased,” according to the whitepaper.

For the purposes of the whitepaper, economy was divided into public and private sectors. In a recent study conducted by Association Laboratory, association executives revealed only minimal hopes for more engagement, mainly because of budget constraints of state and federal governments. The public sector has been hit especially hard by the recession, and professional development – which often includes association memberships – has fallen victim to budget cuts.

The three biggest factors affecting engagement, as reported by association leaders: reduced investment by federal and state governments; business mergers/consolidation; and nontraditional competitors entering the market.

In addition, as companies operate with leaner staffs, people have less time to commit to professional development. Return on investment has become increasingly important as some companies justify their existence in an uncertain economic climate. Also as a result of restructuring, decision-making is becoming more team-focused, and, quite frankly, things like association memberships and dues don’t take precedence.

As a result of tough economic times, government agencies – and the public sector in general – are facing more scrutiny.

So what does all this mean for associations?

engaging customers“To improve engagement, the association needs to identify and develop a deep understanding of the primary audiences, stakeholders or markets it serves,” Association Laboratory said.

Associations should understand the needs and expectations of their industries, especially as some companies contend with new market strategies and trends. They need to concentrate only on essential services and needs, which means legacy programs may have to be cut.

In addition, fostering professional networks will be key to improving association engagement. And relationships will need to become more intimate, which includes developing brand ambassadors.

“The decision-making environment facing associations will be complex and dynamic,” according to the whitepaper. “It will challenge many of the assumptions associations have used to guide membership and engagement strategy. Associations that invest in understanding their market more fully and aligning their strategic initiatives and organizational structure more closely with market needs will have a much higher likelihood of developing and sustaining membership engagement.”

Association Laboratory provides suggestions on how to use the data and recommendations.

Key questions for discussion:

  1. Who are the primary, secondary and tertiary audiences essential to the mission and market success of the association?
  2. What are the leading economic and business or professional influences facing the association’s members and what are the implications of these forces on their attitudes and behaviors relative to engagement?
  3. What is the historical culture of engagement within the industry and profession and what are the implications?
  4. What benefits and goals of engagement do key audiences seek and how are those benefits reflected in choices relative to the association?
  5. How should we define and measure engagement and modify our strategies based on performance?

How would you answer these questions? Has your association been affected by the sluggish economy?




meet aaron

Association learning strategist & meetings coach. Founder & president of Event Garde. Passionate about cooking, running, blogging, old homes, unclehood & pet parenting (thanks to Lillie the pup).

meet kristen

Writer, editor, public relations professional. Digital content manager. Proud mom of three. Total word geek. Spartan for life.

Enter your email address to follow this blog and receive notifications of new posts by email.

Join 5,351 other followers

Twitter Updates

Featured in Alltop

%d bloggers like this: