THE 21 ST CENTURY ASSOCIATION Key Trends in Association Leadership

Transcription

1 THE 21 ST CENTURY ASSOCIATION Key Trends in Association Leadership Glenn Tecker Chairman and Co- CEO Tecker International LLC April :30 pm to 3:15pm

2 STATE ASSOCIATION SURVEY April 2012 Online survey to state associations (state presidents, incoming state presidents, immediate past state presidents, and state association executives) 29 responses from 25 states (half from state presidents)

3 Areas of Additional Assistance The areas where most state indicate needing additional assistance align with the top challenges Areas of Additional Assistance Area Percent of Respondents Membership 73% Recruitment & Retention Engaging Members 65% Volunteer & Leadership Recruitment 65%

4 An Association A group of people who voluntarily come together to solve common problems, meet common needs and accomplish common goals.

5 An Association s DNA What makes associations unique is that the same populations are: the owners, the customers, and the workforce of the organization.

6 Why People Behave the Way They Do What is perceived is. Perceptions are based on available information. In the absence of information we assume. Behavior, no matter how crazy, has a logical basis.

7 What will earn engagement? Working on things that matter to them. Demonstrating that the work is making a positive difference. Providing an enjoyable opportunity for involvement.

8 Engaging Members Today What has not changed Involvement leads to member retention. Most people become involved because they are asked. Most people that are asked, cannot say no. Most people still appreciate face-to-face interaction. Personal and professional recognition is still important.

9 Engaging Members Today What has changed The amount of time per involvement opportunity has declined. The competition for involvement has expanded. The preference toward project-based involvement versus position-based involvement has increased. The comfort level with virtual involvement is growing.

10 Strategies for Engaging Members At the organizational level: Increase the number of task level opportunities since that is the type of opportunity probably preferred by the greatest number of the interested but unengaged. Leaders 2-5% Doers 10-15% Do Somethingers 15-20% Belongers 60-80%

11 Strategies for Engaging Members At the personal level: Match the character of the assignment to the nature of the volunteer opportunity the individual is willing, able and interested in accepting. Volunteer Styles: What an individual is willing, able and interested in accepting. Leader Manager Task Large Scope/Long Term Assignment Large Scope/Short Term Assignment Small Scope/Short Term/Flexible Assignment Power/Influence Do things/be in Charge Do things/be involved

12 Motivating Volunteers Match Personal Rewards Desired to What Rewards Are Provided

13 Motivating Volunteers Use their special knowledge and skills. Give their life purpose and significance. Help others. Be recognized and acquire status. Feel useful and needed. Develop new skills. Participate in enjoyable activities. Gain competencies and visibility that advances them in work or social arenas. Use leisure time, and reduce loneliness and boredom.

14 Big Picture Trends in Associations A conversation about opportunities, challenges and potential Sources: TI Principal and Senior Consultants, client SWOT assessments, organizational performance audits, environmental scans, strategic planning initiatives operational issue consultations, and ASAE reports.

15 Trends: A change in progress and the direction of that change Membership: Many baby boomers are retreading rather than retiring. Gen Y values and preferences are more like those of boomers than Gen X and recognize the value of belonging.

16 Trends: A change in progress and the direction of that change Education Program: Most associations are embracing the web and focusing on the value and timeliness of content. Many associations are focusing program strategy by doing fewer things of higher value for more targeted groups of people

17 Trends: A change in progress and the direction of that change Advocacy Program: Cooperation and Competition have been joined by Coopetition

18 Trends: A change in progress and the direction of that change Governance: The governance of corporations both for-profit and nonprofit is receiving more and more attention from public policy makers, regulators, and investors/dues payers/donors/customers.

19 Nature of Change and Transition Change Transition Global-Sphere Socio-Sphere Beliefs Values Behaviors Psycho- Sphere

20 Nature of Change and Transition Change An event Either anticipated or unanticipated Either chosen or imposed from somewhere else Change is external Transition A personal reaction How we alter behavior and perspective to come to terms with the change Transition is internal

21 The Transition Process* Endings Chaos New Beginnings (Stop) (Wait) (Start) The starting point for transition is not the change. ENDINGS are required to leave the old behind. *William Bridges, Managing Transitions: Making the Most of Change

22 Resistance to Change Support Neutrality Unknown What will it be like? Increase comfort Create a vision Change Resistance Anxiety Fear Opposition Unknown Will I be able to handle it? Increase self esteem Demonstrate confidence in their competence

23 Distinguishing Value Proposition Engage Content: Advocacy- effective clout that influences the beliefs and behaviours of others that affect things that are significant to me; Knowledge insight that enables me to be successful at things that really matter to me. Commitment: Consistent and organized focus on important things of high value that require coherent effort over time. Member s Actual Experience Our Brand Excel TRUST Community: Enjoyable shared experience that makes me feel better about myself and my place in the world. Energize

24 The Strategic Board Agenda: Strategy as a Basis for Informed Discussion and Decision-Making Discussion of Mega Issue(s) Review and Adjustment of Strategy Policy: Public & Operational Routine Board Business

25 SNA s Planning Format Core Purpose Core Values Capacity & Capacity Strategic Strategic Position Position Envisioned Future Vivid Description SCAN Conditions, Trends Assumptions && Wild Wild Cards Cards Goal Goal Goal Etc Goal. Strategic Objectives Strategic Objectives Strategy Strategy Strategy Strategy Etc. Key Events Action Plan Responsibility Target Date Resource Requirements Line item $

26 Updated and Revised! Available from asaecenter.org The Will to Govern Well 2 nd edition by Glenn H. Tecker, Paul D. Meyer, Leigh Wintz, CAE, and Bud Crouch Completely updated edition of a perennial bestseller, The Will to Govern Well is a treasury of enlightening, eye-opening, and at times startling revelations that could dramatically alter the way your association operates. Discover how today s most successful organizations thrive and overcome challenges. Content is based on in-depth research on more than 1,000 association staff and member leaders. To order, visit

27 The Representative Governance Model 1. One part political 2. One part corporate 3. Two parts weird

28 Trust in Governance Members will respect governance they perceive to be: Credible and Legitimate

29 Ambassador The mission is to facilitate a mutually beneficial relationship between partners.

30 Representative Governance Model Whose interests do you represent? The component that sent you? or The association as an enterprise?

31 Representative Governance Model The answer in practice in the political/corporate hybrid is probably:

32 Transparency & Trust in Governance Occurs when board members understand the difference between being representative for versus being representative of.

33 Representative For If board members believe they are representative for, they see themselves as the elected representatives of a particular constituency. They voice only the self interests and opinions of that constituency and vote only on behalf of that constituency s interests.

34 Representative Of Board members who view their role as ensuring that the views, beliefs, values, and self interests of the constituencies they know the best are on the table as part of the conversation, are representative of. They voice interests and opinions of those they know best and vote on behalf of the best overall interests of the organization.

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