Key Trends in Association Leadership...Leader . Large Scope/Long Term Assignment . Power/Influence ....

©2014 Tecker International, LLC • www.tecker.com

THE 21ST CENTURY ASSOCIATION

Key Trends in Association Leadership

Glenn Tecker Chairman and Co- CEO

Tecker International LLC April 2012

2:30 pm to 3:15pm


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)


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 Recruitment & Retention

73%

Engaging Members 65% Volunteer & Leadership Recruitment 65%


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


• What makes associations unique is that the same populations are:

–the owners, –the customers, and

–the workforce of the organization.

An Association’s DNA


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.


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.


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.


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.


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%


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 Large Scope/Long Term Assignment

Power/Influence

Manager Large Scope/Short Term Assignment

Do things/Be in Charge

Task Small Scope/Short Term/Flexible Assignment

Do things/Be involved


Motivating Volunteers

Match Personal Rewards Desired to What Rewards Are Provided


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.


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.


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.



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



Advocacy Program:

• “Cooperation” and “Competition” have been joined by “Coopetition”



•

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.

Nature of Change and Transition

Change Transition

Psycho- Sphere

Socio-Sphere

Global-Sphere

Beliefs Values

Behaviors

• An event – Either anticipated

or unanticipated – Either chosen or

imposed from somewhere else • Change is

external

• A personal reaction – How we alter

behavior and perspective to come to terms with the change • Transition is

internal

Nature of Change and Transition

Change Transition


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


Support

Neutrality

Change Resistance Anxiety Fear

Unknown

What will it be like? • Increase comfort • Create a vision

Unknown Will I be able to handle it? • Increase self esteem • Demonstrate confidence in

their competence

Resistance to Change

Opposition


Distinguishing Value Proposition

Commitment: Consistent and organized focus on important things of high value that require coherent effort over time.

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.

Community: Enjoyable shared experience that makes me feel better about myself and my place in the world.

Member’s Actual Experience

Our “Brand”

TRUST

Engage Energize

Excel


The Strategic Board Agenda: Strategy as a Basis for Informed Discussion and Decision-Making

Review and Adjustment of Strategy

Discussion of Mega Issue(s)

Policy: Public & Operational

Routine Board Business


Core Purpose Core Values

Envisioned Future Vivid Description

Goal Goal Goal Etc . Strategic Objectives

Strategy Strategy Strategy Etc.

SCAN Conditions, Trends

Assumptions & Wild Cards

Action Plan Resource Requirements Key Events Responsibility Target

Date Line item $

Capacity & Strategic Position

Core Purpose Core Values

Envisioned Future Vivid Description

Goal Goal Goal Goal Strategic Objectives

Strategy

Strategy

Strategy

Etc.

SCAN Conditions, Trends

Assumptions & Wild Cards

Capacity & Strategic Position

SNA’s Planning Format


The Will to Govern Well 2nd 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 www.asaecenter.org

Updated and Revised! Available from asaecenter.org


The Representative Governance Model

1. One part political

2. One part corporate

3. Two parts weird


Trust in Governance

Members will respect governance they perceive to be:

Credible and

Legitimate


Ambassador

The mission is “to facilitate a mutually beneficial relationship between partners.”


Representative Governance Model

Whose interests do you represent?

The component that sent you? or

The association as an enterprise?


Representative Governance Model

The answer – in practice – in the political/corporate hybrid is probably:


Transparency & Trust in Governance

Occurs when board members understand the difference between being

“representative for” versus being

“representative of.”


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.


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.

Key Trends in Association Leadership...Leader . Large Scope/Long Term Assignment . Power/Influence ....

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