GBBR Leadership Conference "Back of Beyond"
-
Upload
jwl-associates -
Category
Documents
-
view
423 -
download
0
description
Transcript of GBBR Leadership Conference "Back of Beyond"
1JWL Associates
BACK OF BEYONDTrends in Association Management
Judith Lindenau, CAE, RCE October, 2012
2JWL Associates
WHAT WE KNOW ABOUT REAL ESTATE TODAY• Undergoing major
transformation• Members revising
job descriptions from bird dogs to counsellors
• Members have personal finance anxiety
• Brokers reinventing brokerage practicesJWL Associates
JWL Associates 3
WHAT WE KNOW ABOUT ASSOCIATIONS TODAY• Members have a
different profile, though ’leaders’ may not
• Dues are a declining source of income
• Traditional Real Estate associations have less relevance to members and consumers
JWL Associates
4JWL Associates
WHAT’S HAPPENING NOW: HOW ARE REAL ESTATE ASSOCIATIONS COPING?
1. Subcontracting, partnering, and shared services
2. Streamlined Governance
3. Volunteer Management
4. New Approaches to Strategic Planning
5. Diversification of Income
5JWL Associates
1. SHARED SERVICES
*Mutually beneficial relationships *Building capacity with a minimum of infrastructure investment*Not duplicating services
6JWL Associates
GBBR SHARED SERVICES:
Shared Lockboxes—in effect in this area!Working with MAR on Foundation projectHuston Association of Realtors Online StoreMAR resources for videosMRIS resources for business statistics
7JWL Associates
• To Other Realtor Associations NSBAR: Contracts out the processing of complaints to Main Street AOR
To Non-Realtor OrganizationsTAAR: Consumer
Complaints to a Dispute Resolution system in the community
SUB-CONTRACTING—A MERGER ALTERNATIVE
8JWL Associates
SHARED SERVICESIS GOODBUSINESS
‘members insist that their associations practice good business’
9JWL Associates
COMPETITON FOR MEMBERS
NAR-MAR MRIS
GBBR
ASSOCIATION 1
ASSOCIATION 2
ASSOCIATION 3
ASSOCIATION 4
80% OF GBBR’S INCOME IS DUES-BASED. WHAT IS OUR MARKET SHARE FOR THIS MONEY?
10JWL Associates
• As brokers see shrinking profitability– They look for ways to reduce
expenses; increase revenues– They see large aggregate
expenses such as duplicate dues and MLS fees to cover market area
• Member expectation is that the REALTOR organization needs to – Build in more efficiencies – Deliver more value for the dues
dollars– Run like a business
• Duplication of efforts and costs - vertically & laterally– Resources could be re-directed to
maximize quality/value
SHARED SERVICES: WHY NOW?
11JWL Associates
2. STREAMLINED GOVERNANCE
• Governance Audit: Track a decision process. How many people? How long before approval or dismissal?
• Solutions: – Eliminate committees (3)– Form a separate corporation
for unrelated activities—own board of directors (GBBR Foundation. Possible Real Estate School, Building Management)
– Do what works for your association—avoid the policy tangles of NAR or state association.
– Insist on a Strategic Board of Directors. Have a strategic plan for the Association, for each activity center, for technology and acquisition.
– Work in partnership with staff.
12JWL Associates
• Bylaws rules that change frequently. Use policy manuals for operational guidance
• Eliminate from bylaws the items you do not follow completely
• Extra Committees: Internal Affairs, External Affairs, Governance. Read about it: http://www.realtown.com/Judith2/blog/managing-volunteers/three Use task forces, work groups, online forums.
• In-person meetings and body-in-seat educational events whenever possible.
ELIMINATE:
13JWL Associates
GOVERNANCE:THE CORPORATE MODEL
14JWL Associates
ASSOCIATION MODEL
15JWL Associates
• Create strategic agendas• Create future-thinking budgets
(leadership development, technology, R and D, transition/contingency fund)
• Education sessions—community issues, political issues, legal update
• Introduce state/national issues affecting GBBR (why you send leaders to these meetings)
• Focus Director’s attention on the things members do best, not the things staff does best.
• Treat meetings professionally and with respect. Timed agenda, use of consent calendar, plenty of time for ‘homework’
HOW DO WE CREATE A STRATEGIC
BOARD?
16JWL Associates
3. VOLUNTEER MANAGEMENT-ADOPT NEW PRACTICES!
Seniors: Association ‘junkies’ Youngers: Geeks
17JWL Associates
THE NEWVOLUNTEER
18JWL Associates
• Value time. Manage big jobs in little chunks.
• Change your reward system.• Maintain a skill database base
(CRM)• Change your evaluation system for
participation• Accommodate new means of
participation (social media, crowd sourcing, online meetings, interactive website
• Create diversity in every gathering• Embrace Transparency• Encourage Strategic Thinking
VOLUNTEER MANAGEMENT
19JWL Associates
4. NEW APPROACHES TO STRATEGIC PLANNING
20JWL Associates
• Leadership Assessment• Purpose and Structure• Communication• Adaptability and Innovation• Human Resources• Financial Resources• Professional Resources• Collaborations and Partnerships• Physical Resources• Financial Management• Intelligence• Actions• Evaluation• Community Buy-In• Technology
CONDUCT A CAPACITY AUDIT
JWL Associates 21
Organizational Life Cycle Stage CharacteristicsConception/ Infancy Voluntarily coming together to solve a
problem; high energy & enthusiasm
Infancy Founder in charge; work expands beyond what the founder can do
Puberty Organization expands but is awkward in dealing with coordination & external affairs; professional management emerges
Young Adulthood More formal management, policies, and procedures; emerging politics
Adulthood Mastering environment; serving clients; established management;New ideas contemplated; high energy; risk- trying to be everything
JWL Associates 22
Organizational Life Cycle Stage CharacteristicsLate Adulthood Excitement beginning to wane;
Past valued over innovation;Complacency; no sense of urgency or need
Old Age Diminishing ability to serve others;Lack of cohesion among leaders;Little energy available for renewal and reversal of situation
Revitalization Revitalization of mission; re-defining service niche
23JWL Associates
• Undefined leadership roles• No policy direction to staff• Decision-making authority is
undefined• Weak communication to
membership• No future vision and goals• Association does not resolve
conflicts• Member needs not regularly
assessed• BOD does not set governing policy• Decision-making by leadership is
not transparent• New ideas from members and
staff are not encouraged and welcomed by leadership
• Volunteers are not trained in their jobs
GBBR CAPACITY AUDIT RESULTS:AREAS WHERE WE ARE WEAKEST
24JWL Associates
• Board of Directors attendance is consistently strong
• GBBR has sufficient financial resources to meet its goals
• GBBR has good insurance coverage as an association
• GBBR has a strong cooperative relationship between state and national associations
• Association produces regular financial reports
• Association follows good fiscal management
GBBR CAPACITY AUDIT RESULTS:AREAS WHERE WE ARE STRONGEST
25JWL Associates
5. DIVERSIFYINCOME
26JWL Associates
• Know your % of income from various sources. In GBBR, 80% comes from DUES
• Know your % of expenses for each program (including professional standards enforcement). Know your ROI for each program. (see the project planning worksheet)
• Set goals based on this inventory• Don’t think pennies, think dollars• Appoint a business development
committee (members + management)
• Report programs based on outcomes, both $$, members served, and indications of success
• Always tie expenditures back to the strategic plan for the association
PROGRAMBUDGETING
27JWL Associates
SIZE IS A FRAME
OF MIND
Strategic PlanningCapacity Assessments
Leadership TrainingIndividual Coaching for AEs and Leaders
28JWL Associates
JUDITH LINDENAUJWL CONSULTING
WWW.JUDITHLINDENAU.COM(231) 715-1416