Tag: Management

Jewellers: Let’s Get Planting!

July 24th, 2017   •   no comments   

Since the turn of the century jewellers have come under sustained pressure from campaign groups to consider the human and environmental costs involved in extracting the raw materials that they subsequently sell as finished products on British high streets. Numerous campaigns have sought to raise the collective consciousness, and retailers – as the interface between consumers and the supply chain – were encouraged to apply pressure on their suppliers to bring about change.

In the jewellery context, precious metals, diamonds, and gemstones are viewed as the main ‘offenders’ and their extraction and processing has been blamed for conflict, oppression, human rights abuses, exploitation, and displacement of indigenous peoples. Not to mention environmental degradation. Gold and diamonds, which for these purpose we can think of as the principle commodities, are extracted in many places around the globe. However the continent of Africa has historically been considered the main source of both. With large corporations and artisanal miners both bringing raw material to market.

It might be tempting to view the big mining companies as the villains of the piece, but they have done a lot to improve working conditions. It mustn’t be forgotten that, whilst small-scale artisanal miners may be less visible, they often leave an equally poor environmental legacy.  Starting with the clearing of the ‘overburden’ that includes trees, vegetation, and topsoil, and leaving behind degraded subsoils potentially contaminated with mercury and cyanide (See Paul Laird’s report from Ghana about illegal gold-mining near to Montonnso Sacred Forest.)

During my twelve year tenure as former CEO of the National Association of Goldsmiths I witnessed a lot of good work done on cleaning up the supply chain. Members of the Responsible Jewellery Council (RJC), for instance, now commit to – and are independently audited against – international standards on responsible business practices for diamonds, gold and platinum group metals that addresses human rights, labour rights, environmental impact, mining practices, and product disclosure in the jewellery supply chain.

My friend Greg Valerio on the other hand has worked tirelessly on the plight of artisanal miners, latterly championing the work of the Fairtrade Foundation. Their Fairtrade Gold scheme speaks directly to consumers about the effect their choices have on others, and the modest premium they pay improves the lives of small scale miners around the world.

Since leaving the NAG I have involved myself with the work of the International Tree Foundation (ITF). But this isn’t about ‘do-gooding’ or tree hugging! Just like Fairtrade, ITF’s work results in real incremental improvements in living standards, the environment, and well-being. Working in partnership with local organisations we support community forestry projects both in the UK and Africa. Helping to build secure livelihoods and improve the local environment through sustainable tree planting programmes. In Kenya alone there are plans for 20 million trees by 2024!

Yes, the planting and conservation of trees and forests does improve biodiversity, soil quality, water- retention and the air we breathe. But trees are also a source of economic benefits including fruits, wood, fibres, gum, cosmetics, and medicines. And they supplement livelihoods in rural areas.

International Tree Foundation works with businesses to engage their staff and customers in tree planting initiatives across Africa and in the UK. If you are interested in improving ecosystems and livelihoods, and in communicating your commitment to sustainable development to your clients and employees, then get in touch.

You can call 01865 318 832 or email info@internationaltreefoundation.org for further information on their business partnerships scheme.

OUR MISSION

THINK TANK: All in Favour Say Aye! : Associations’ Digital Democracy Dilemma

January 22nd, 2017   •   no comments   

 

As recent events – such as allegations of Russian electoral hacking – have proved, the merest hint of uncertainty over the conduct or legality of a selection process can seriously damage the credibility of a ballot in the minds of the voters. Even a whiff of mismanagement will leave a bitter taste of dissent lingering amongst the electorate. Remember George W Bush and his hanging chads!?

Cock-up or conspiracy all become one in the minds of those who have begun to question the validity of the process and therefore the result. History has shown us that governments adopted on the basis of a dubious selection process almost always fail to maintain the trust of the people. Except, of course, for dictatorships, and they just don’t care!

So, electing governments is one thing, what about day-to-day decision making?  How many times have you, as a trade association manager, been asked your membership’s view on a particular issue, policy, or piece of legislation, only to realise that you are completely in the dark? And, in all honesty, how many times have you responded to such an enquiry – possibly from the press – with your own best guess; hoping that the majority would tow the party line?

We’ve all done it, and because we’re all seasoned campaigners – with our ears to the ground – we generally get away with it. But what if your judgement call goes awry? Second-guessing the mood of your constituency is a risky business, and careers can be seriously dented by getting it wrong. So, why not limit the risk by asking your members what they really think? Most often, the answer to that question is that to do so would be costly, time consuming, and possibly wasteful. But what if it was none of these? Enter digital democracy!?

Under modern government the people elect representatives rather than decide matters directly. The resulting administration may be viewed as more or less democratic depending on how well it represents the will of the people. So, in these terms, digital democracy – where all adult citizens are presumed eligible to participate equally – might be considered an improvement on the democratic process. Or as a remedy to the insular nature, concentrated power, and lack of post-election accountability in a process organized mostly around political parties. And, because the Internet is a primary source of information for many people, it enables citizens to get and post information about politicians, and it in turn allows them to get advice from the electorate in larger numbers. Thus collective judgement and problem solving gives more theoretical power to the citizens and speeds up decision making.

So, online voting could be an effective way to reduce an association’s printing costs; provide wider communication choice for members; be more environmentally friendly; and represent members’ views more accurately. However, not everybody is comfortable with computers and it is vital in a democracy to ensure that no voter is disenfranchised; the right mix of communication methods need to be employed. Maximising communications and using social media within an election context is a powerful way to raise its profile and foster engaging discussion with the electorate. But unfettered it can also backfire badly leading to the dissemination of half-truths, falsehoods, and even character assassination.

But in a world where interest groups already exert influence via platforms like 38 Degrees, Mumsnet, and Global Citizen, digital democracy has to be about much more than just responding to trends on social media. And there are barriers to voting online, including lack of trust in the security of the process; technophobia; and voter fatigue or cynicism. However, as more commercial transactions take place digitally, and security improves, members may become increasingly comfortable with online voting. And if the effective capture and use of data allows for targeted communications it may also increase the ‘buy-in’ to online polling and elections.

So, where does that leave association and membership management skills? Will there be any further need for judgement and experience once all options can be tested – Swiss style –  by referendum and all decisions can be digitally ‘crowd sourced’?  But, can we really trust the wisdom of crowds to get us through? Are rapid decisions always wise ones? Or, is a wily CEO with his / her ear to the ground still the best barometer of member opinion?

Whatever the answers, membership organisations can’t afford to ignore digital democracy. Having long-since sacrificed their role as information gatekeepers, how long will it be before their ability to represent members and influence policy is also side-stepped on the web?

Michael Hoare 2017

Association Collusion Model?

June 6th, 2016   •   no comments   

Agencies Accussed of CollusionAccording to recent reports in The Guardian the Association of Model Agencies (AMA) has about three months to submit their responses to allegations by the Competition and Markets Authority that it is involved in price fixing with some of its members.

Agencies allegedly used the trade association as a vehicle for price coordination when their representatives controlled the AMA’s managing council. Like most associations, the AMA claims its Council meets to discuss industry matters and promote the interests of its members, but it is also alleged, by the CMA, to have circulated regular “AMA alerts” that encouraged agencies to reject fees offered by customers and negotiate higher payments.

I wonder how many trade association councils haven’t at one time or another thought it might be a good idea to give members a ‘heads-up’ on sensitive commercial information; suggest ways of capitalising on their dominant position in the market; or have an ‘informal’ discussion of tenders?  Or more likely perhaps, agree a price to avoid competing with each other.

In September 2005, fifty prominent independent schools were found guilty of operating a fee-fixing cartel by the Office of Fair Trading. The OFT found that the schools had exchanged details of their planned fee increases over three academic years between 2001-02 and 2003-04, in breach of the Competition Act 1998. For their part Bursars freely admitted that they used to meet regularly and talk about fees, but maintained that the swapping of information did not amount to a concerted plot to push up fees.

It’s a familiar dilemma for association CEOs. A general discussion at a council meeting can all too soon result in some bright spark suggesting a monthly alert to all members with a guide price for some service or functions. And it’s often down to the CEO to nip it in the bud before what seemed like a helpful suggestion turns in anti-competitive behaviour, generally to the accompaniment of harrumphing about what exactly are the ‘benefits’ of membership!

‘Uber-Associations’ Innovate

January 19th, 2016   •   no comments   

Technology that upsets the status-quo isn’t new. It’s been around since before the industrial revolution. Jethro Tull’s horse drawn seed drills and hoes put the cat amongst the eighteenth century’s agricultural pigeons. While in the nineteenth, spinning frames and power looms inadvertently gave us ‘Luddites’, the derogatory term for opponents of labour-economising technologies.

Uber Associations Innovate

But things have moved on apace with the advent of digital technology, and it’s surprising quite how many of our transactional relationships have been affected by new digital platforms: the so-called disruptive technologies. A disruptive innovation is one that creates a new market and value network and eventually disrupts existing ones, displacing established market leaders and alliances. But the interesting thing about the current crop is that they achieve this without being subject to any of the traditional infrastructure costs.

So, Uber is the world’s largest taxi company but owns no cabs. One of the largest accommodation providers – Airbnb – doesn’t have a hotel room to call its own. Whilst SKYPE and WECHAT have no wires or exchanges, and ALIBABA, the world’s most valuable retailer, has no inventory. The list goes on!  In fact, they have become so disruptive that the House of Lords launched an inquiry into online platforms in the EU Digital Single Market: asking why are collaborative economy platforms growing so quickly; what are their implications for employment law and health and safety regulation; and how does consumer protection law apply? Who is regulating them? Is it the EU, the Member State or even the local authority?

Those are all good questions for associations to ponder too! But don’t let’s be fooled into thinking that disruptive technology is only about market dominance via digital platforms. Genomics, 3D printing, advanced materials, advanced oil and gas exploration and recovery, and renewable electricity are also on the top twelve list of developments poised to dislocate us.

So what, if the world’s most popular media owner – Facebook – not only creates no content, but also brings special interest groups together in a way associations previously regarded as their forte? That LinkedIn has already knocked the dynamics of recruitment off kilter, and Amazon has dealt an almost mortal blow to traditional booksellers? Clearly there is no going back, and hankering after the past is no help.

Industry sectors atomized by disruptive technologies will adapt, but they will require a very different set of benefits from their associations. And they in turn will require different skills, finance, and governance to match their members’ needs. Are associations up to the task? Or even thinking that far ahead?

Reviewing your strategy and communications? Can I help?

Over twenty years’ association management experience.

Michael Hoare FIAM

Bavaria 1

Associations: Adapting to the ‘Uber’ World

January 14th, 2016   •   no comments   

What does the brave new world of disruptive technology have in store for trade associations? Will they have a future purpose, and how will they justify their subscription?

Adapting to the Uber WorldAssociations have always adapted to change. Time was when they encouraged actors in a particular trade or industry to gather together under a shared identity, partly to validate their supposed expertise, and partly to exclude those deemed less worthy. So, if we’re honest, protectionism and elitism played no small part in achieving credentials, and arcane rules re-enforced by mystifying etiquette were fashioned, which rendered those inside the tent unassailable, and those outside beyond the pale!

This kind of `gentlemen`s club’ mentality – where simply belonging was in itself enough to justify the fee – survived in various forms until the end of the last (twentieth) century. Some associations also managed to build a quasi-official carapace around themselves, and further strengthened their position by assuming the mantle of gate-keepers: granting access to industry data and information to the privileged few.

Members were also encouraged to believe that their status granted them the ear of government. Indeed, in 1996 the Department of Trade and Industry (DTI) appeared to confirm that view with the publication of its best practice guide for The Model Trade Association. The DTI is long gone but that document remains the bedrock of many associations, cementing the notions of best practice, bench-marking, and competitiveness in their psyche.

The turn of the century saw companies` growing more concerned about trust issues and the protection of their reputation. Collectively, reputation management became a function of trade associations, achieved by furthering members’ interests with stakeholders like regulators, industry analysts, employees, suppliers, and the media. And, in response to common reputational problems brought about by industry-wide crises – like pollution, slave labour, or blood diamonds – competing firms tried to stave off aggressive government legislation through the development and enforcement of self-regulation.

Commercially, associations also attempted to influence any regulatory or trading conditions that adversely affected their members, by providing a platform for collective representation and lobbying. In reality, the so called ‘level playing field’ involved seeking favourable rules like tax breaks, subsidised research and development, or relaxed employment practices. Promote and protect was, and still is, the stated or implied motto of many associations.

However, over the last decade, the big story has been the rise of digital and the evolution of organisations to meet their members’ changing expectations. Data is now freely available to all; associations aren’t the only conduit for communication between stakeholders; and businesses are increasingly reluctant to pay to simply to `belong`. Faced by shrinking membership fees, and keeping up with members’ demands for instant access to resources and training, some associations turned to sponsorship, exhibitions, group buying, financial benefits packages, and other monetised relationships to fill the financial gap. The most successful ones have managed to continue updating and innovating – make the transition to e-learning, develop digital products – and make all their services accessible online! But how much longer can they keep ahead of the curve?

Emerging, or disruptive, technologies have the capacity to alter our lifestyle, what is understood by work, business and the global economy. Whilst disruptive innovations create new markets and value networks and eventually disrupt the existing ones, while simultaneously displacing established market leaders and alliances. The interesting thing about the current crop – like Airbnb – is that they achieve this without being subject to any of the traditional infrastructure costs and limitations.

So, as social media has already undermined the logic behind at least one of their key functions – communication – how long will it be before someone applies the `Uber’ model to trade association procedures: undermining established practice; regulation; and tradition? And how will associations represent the interests of members who find themselves displaced by, or in competition with, others driven by disruptive technology?

Reviewing your strategy and communications? Can I help?

Over twenty years’ association management experience.

Bavaria 1

Michael Hoare

Associations: risk it or list it?

November 18th, 2015   •   no comments   

Nobody expects the unexpected, but you can at least try and plan for it!

Opening up the building after the Christmas shut down a few years ago I discovered to my horror that over the holidays a small electrical explosion caused by a power surge had burnt out the main fuse box and deprived us of heat, light, switchboard, and computers. Unbeknown to me the argument that ensued about liability between the electricity board, energy supplier, and contractor, would take days to resolve and result in no power for a week, but even at this stage it felt like a disaster!

RISK REGISTER v2

Packing the staff off for what we thought would be a welcome extra day`s holiday, and thanking our lucky stars the whole place hadn`t burnt down, an intrepid colleague and I settled down in the cold to manage the recovery as best we could; literally and metaphorically fumbling in the dark to resolve the problem.

With year-end accounts to complete and membership renewals in full swing it could hardly have happened at a worse time. But a lucky break came with the discovery of one lone top floor power socket that was unaffected. As – being an old building – it was probably connected to next door`s supply! So, with the aid of a long extension cable, we powered up the servers and key colleagues were able to use remote access connections (the one thing we had planned for) to return us to some semblance of normality – at least to the outside world!

Now, how likely it is that we could have anticipated the catalogue of other people`s errors that led to this incident is a moot point. But it is illustrative of just the kind of risks that lurk around every corner. But, the fact that we avoided a disaster was down to luck, rather than planning.

You could categorise our mini disaster under the heading of a technical failure, or even a service provider failure, but risks come in all shapes and sizes and can include loss of key personnel; reputational risk; regulatory and legal failures; financial losses; poor project management; compromised governance; or environmental factors like flood, gale, snow, or fire.

Risks tend to cascade, trigger a domino effect, or worse still collide to exponentially magnify the consequences. So, formulating a risk register that identifies threats, and puts in place plans to deal with the fall out, has got to be a good idea. Yes?

Of course, risks sometimes revolve around people too. I know of one trade association that suffered severe trauma due to the loss of its CEO and Chairman. Reputational risks ensued from allegations of inappropriate behaviour, leaving a compromised and rudderless Board in charge. Finding scapegoats, apportioning blame, and alienating those who could have mitigated adverse publicity did nothing to help. And, despite loyal staff eventually regaining equilibrium, the long-term damage is impossible to calculate. But much of it could have been avoided had there been a plan in place for the Directors to follow!

Dull as it may seem, a risk register lists all the risks pertaining to a business (or project), their grading in terms of likelihood of occurring and seriousness of impact on the company, initial plans for mitigating each high level risk, and subsequent results. It also usually includes details of who is responsible for managing the risk, and an outline of proposed mitigation actions (preventative and contingency). It must be regularly re-assessed as existing risks are re-graded in the light of the effectiveness of the mitigation strategy, and new risks are identified. So, ‘filing and forgetting’ it isn’t an option!

So, a risk register tells us the what, where, and how of risk management, but it also provides the trustees, management committee, and funders with a documented framework against which risk status can be reported. It also ensures the communication of risk management issues to key stakeholders and compels them to act. Let’s face it, disasters happen! Some are predictable, others preventable! But if they strike while you’re in charge, neither shoving your head in the sand, or running around like a headless chicken are attractive options!!

Bavaria 1

Reviewing your strategy and communications? Can I help?

Over twenty years’ association management experience.

 

 

Michael Hoare FIAM

Association Meetings: Virtual or Interminable?

November 10th, 2015   •   no comments   

Do you have virtual meetings? By that I don’t mean ones where virtually no-one shows up, but ones where decisions are made by email only. It appears there is a legal distinction between those and electronic meetings. They’re the ones that take place by conference call or video link! It’s a subtle distinction but one that will become ever more important in this digital age.

Virtual Association Meetings

Setting a date when most of your directors can be in the same place at the one time has always been a pain in the backside for association CEOs. And even when you’ve agreed a date there’s the venue, the travel, and the catering to be thought of. Plus, once you’ve got them together, if you’re foolish enough to give them a glass of wine with their lunch, you can pretty much kiss goodbye to a whole days’ productive time, once a couple of loquacious old bores get into their stride.

So, banishing Directors to the confines of a small screen on the side of your desk sounds pretty attractive. Not least because it has the potential to unlock oodles of time but it can also save a whole pile of money to boot! In the right circumstances virtual meetings can work admirably, but beware, there may be pitfalls.

Thanks to email it’s easy to get agreement to do something between meetings by simply asking committee members to reply signifying their consent. That’s fine, until one or two people don’t agree, raise major objections, or make counter-proposals. Face to face this would get argued through and the majority view would probably prevail. But, if your discussion is solely by email, how – and who – determines whether a decision has been reached and what happens next? Clear ground rules should help.

A policy that requires over 50% of those responding to agree, or a minimum number of objections before something can be stopped, would do the trick. But what next? Wait until a subsequent meeting – virtual or real – to ratify that decision? Not much help if a rapid response is required! And what about keeping records? Electronic? Not much good if they’re only accessible from one person’s inbox! Better to make it a policy that such decisions are reported like Minutes?

For a couple of years I was on the Board of an international body whose Directors were scattered to the four corners of the globe (not logically possible, but you know what I mean!). Getting them together for more than one or two meetings a year would have been prohibitively expensive and massively time-consuming, so most Board meetings were held by teleconference. With the CEO in Australia, the Chairman in America, and Directors in England, South Africa, India etc., we had to meet at odd moments to allow for time differences. Maybe the odd Director answered the phone in their pyjamas (funny place to have a phone), but it worked!

The key was planning, preparation, and participation.  The Officers having already made their own deliberations, the Chairman and CEO set out and distributed an advance agenda that progressed in logical sequence; notes and supporting papers were circulated in advance, with all options explained; and all participants expected to state their view clearly, with votes enumerated against the attendee list.

It worked because the group was tight, well-known to each other, committed to attendance, and anxious to make progress. It would have failed if the Chairman had permitted subsequent backtracking on previous decisions, let dominant personalities take over the discussion, or allowed the meeting to stray into subjects that were off beam. The particular skill being to inspire input from those who never normally express an opinion on anything, or wrong-foot those who switched to speakerphone while they nipped off to fetch a coffee. Face to face these same skills would be used to prompt those individuals whose ‘lights are on’ but where there’s ‘nobody home’!

Of course ‘actual’ meetings are better when it’s a large diverse gathering – like an AGM – or when there is a lot of business to cover on numerous issues. Slide decks and Power Point presentations can work in a virtual environment, but when you need 100% impact a live event is always best! But the major downside to virtual meetings is that they severely limit the chances of an after-meeting drink! Not the ‘done thing’ these days I know but, speaking personally, I’ve learned an enormous amount about running trade associations with a glass in my hand!

Reviewing your strategy and communications? Can I help?

Over twenty years’ association management experience.

Bavaria 1

Michael Hoare FIAM

IofAM 022 Virtual Meetings Protocol October 2015

All in Your Head? Qualities of an Association Chief

November 3rd, 2015   •   no comments   

What does an association CEO actually do? Good question! A combination of politician, ambassador, tactician, and showman you might say. And a small business leader to boot! OK, but what qualities does a good CEO need to succeed? That’s a question that involves a long answer and one which will be unique to each trade or professional association. The Institute of Association Management has produced a list of the 13 key attributes of association management CEOs which is handy for ticking off the bullet points on a job description. But I believe a great CEO has both emotional and analytical skills. And don’t forget the physical aspects of the job too!

Head

The very essence of any membership organisation is communication. Be it oral, written, or via social media, the CEO – especially in a small organisation – is generally the communicator in chief. Engaging, communicating, empathising, should be in their DNA.  But don’t mistake this for broadcasting! Communication is a two-way street, with ideas flowing in and out. Thought leader you may be, dictator you are not! Sometimes you’re an agony aunt listening, analysing, and resolving professional and personal issues with board members, officers and staff. And only occasionally will you get to unleash you inner Henry V!

Politician, ambassador, and diplomat are also within the remit of the successful CEO. The ‘conduct of relations between nations by peaceful means’ is how the dictionary puts it. But the ability to communicate and negotiate at all levels with people from different backgrounds and organisations and cultures is probably closer to the mark. So, it goes without saying that you must be a people person, able to connect, and be approachable.

A lot of hot air is expended on the subject of leadership. Quite whether leaders are bred or nurtured isn’t clear. But whichever it is, you won’t go far as an association CEO without this quality.  Motivating and managing Boards, volunteers, officers, staff, and members, is an uphill battle unless you have natural leadership qualities. Brushing up your skills can’t hurt, but personally I don’t put much faith in self-help books, mantras, and seven point plans. Leadership is a complex formula that mixes head and heart in different quantities according to the situation. Ticking boxes just isn’t enough!

Entrepreneurship is frequently required to devise and exploit money-making schemes. Unless you are very fortunate there is generally a gap between the income from membership subscriptions and out-goings. In most cases it will be down to you to fill it, and this is where your innate business acumen comes in. The business person in you will always be switched on.  Identifying, developing and implementing events, training, publications, sponsorship, and other income generators.

To quote George Orwell’s “Who controls the past controls the future; who controls the present controls the past” or, Winston Churchill’s, “History will be kind to me for I intend to write it”, in the same sentence may be to stretch an analogy to breaking point. But it neatly illustrates what politicians and historians have always known; that control of the written record confers power on the author. So, in the association context, the person who signs off the Minutes, or writes the business-plans, reports, and memoranda, wields considerable authority. If they in turn translate the decisions of the Board and sub-committees into actions, they influence the speed and direction of travel. And if they can also write meaningful articles they control the narrative that influences internal and external observers.

So, armed with the skills of a planner, guiding strategic direction of the association and developing appropriate plans; a project manager, planning, directing and implementing major projects and events; and a lawyer, familiar with company and/or charity law and appropriate regulations, you will be almost fully equipped. But not quite. Because the ability to understand budgeting, accounts and reporting, and have a firm grasp on governance are also essentials in the CEO’s tool kit.

Finally, and not to be underestimated, are the physical and mental resilience needed to withstand a punishing schedule. A thick skin, the capacity to act alone, and brush off occasional assaults on your reasoning, integrity, and goodwill are a must! And a robust constitution is a blessing! Early mornings, late nights, travel – in the UK and abroad – all take a physical toll. As do the demands of ‘socialising’, which may involve excess eating – and other temptations – and maybe even loss of sleep! Add that to the need to always be well turned out, bright-eyed and receptive, and you’ve cracked it!

Reviewing your strategy and communications? Can I help?

Over twenty years’ association management experience.

Bavaria 1

Michael Hoare FIAM

Skilled Navigation for Associations

September 30th, 2015   •   no comments   

Benjamin Franklin supposedly once said, “If you fail to plan, you are planning to fail” whilst Thomas Edison is credited with, “I have not failed. I’ve just found 10,000 ways that won’t work.” Both are catchy quotes, but do they get us any closer to understanding the value of planning? Learning from our mistakes is one thing, but doing only that would be a random, time-consuming, and even dangerous way to manage!

Rowing 8

Think of your role running an association as being the cox of a rowing eight. With your team-mates all powering away with one sole objective, it looks like you’re having an easy ride sitting at the back. But really your focus is half a mile ahead to the next bend, and beyond that to the finish line. Your team all want to get across the line, but you are the one making gentle adjustments to the tiller and varying the pace and power input to suit conditions, all with the longer view in mind. Make unreasonable demands on your crew and they burn out too soon. Yank the tiller from side to side and you collide with the competition, strike a bridge, capsize, or hit the bank. To win races you need an agreed objective, a strong crew, and a skilled navigator with a clear view of the course ahead and a vision of what lies beyond the bend!

Only trouble is, some associations lack clear objectives, or lose sight of them amid the pressures of day-to-day survival. So staying on track, let alone changing course to avoid fresh obstacles, is a challenge; new initiatives a test of stamina. So it’s hardly surprising that almost 70% of projects fail to hit target. But the reason they fail isn’t always lack of effort from the crew, but failure to do adequate research and forward planning. What’s needed are strategic objectives, wisely allocated resources, effectively managed time, and a clear change methodology. And perhaps that way we’ll stop trying to fix organisations symptomatically rather than systemically.

Of course, one of the challenges for bosses is finding the time and head-space to research and plan. And like-minded brainstorm partners! Or better still a skilled and objective third party to guide you through writing an unfettered wish list of the things you’d like to magic away. Having attributed a 1-10 pain scale to those issues, you can thin them out by trimming anything below an 8 to derive an initial agenda. Ranking these again, this time for difficulty between 0 (requiring an act of God) and 10 (easy-peasy), and having considered the ‘rocks in the road’ which will either block further progress – or stimulate a burst of tangential or transformative thinking to get around them – a final set of challenges will emerge.

Only now is it time to look at the belief system, readiness, and capability of your organisation. Break them into their component parts, and analyse the gaps between your ultimate objective and the organisation’s current readiness. Along the way you’ll also have to account for critical mass, survivability, impact on the team, and the impact on your membership and financials.

By the end of all that you won’t be in any doubt when somebody asks, “What is the process for accountability and quality of execution of your mid-term plans? Is there a process? Have you separated it from operational and everyday management? And, are the right people involved? You could, with equal confidence, break the familiar logjam of continual ‘circular’ re-examination of the same issues, that so bedevils so many membership boards! Or would that be too much to ask?

Reviewing your strategy and communications? Can I help?

Over twenty years’ association management experience.

Bavaria 1

Michael Hoare FIAM

Institute of Association Managers

All Aboard the Association!

September 21st, 2015   •   no comments   

It may be flattering to be asked to join your trade association’s board but it could also be a very bad career move. So, before joining, you should conduct your own due diligence, and start by asking some probing questions.

All aboard the associationServing as a board member is one of the most challenging and rewarding of assignments, whether in the commercial, not-for-profit, or membership sector. But, while appointment or election may be an honour, board members have important legal and fiduciary responsibilities that require a commitment of time, skill, and resources. Prospective board members should do themselves a favour – and show that they are serious about the commitments they make – by asking some basic questions before joining any organization’s board. Probe the member who issued the invitation to join; the chief executive; the chairperson; and other current and former board members. Anyone with inside knowledge!

Start by asking for copies of the board minutes from the last 12 months and study them to see what has been agreed and achieved. You’ll find yourself defending those decisions whether you like them or not! Note how many directors showed up to meetings, and whether decisions were reflected in the company’s strategy and performance. While you’re at it find out what the organisation’s mission is, how its current programs relate to it, and if they have a strategic plan that is reviewed and evaluated on a regular basis?

Study the calibre of the other board members. Find out what experience they have, what they have done in their past careers and what their reputations are like in the industry.  Most importantly of all, check out the chairman. A board’s performance will reflect their talent and management abilities. After all, this person is the board’s manager.

The chairman should oversee each meeting, keep discussions on track and on topic, and recognise when there is an issue – when a topic is too big to be solved in one meeting – and when offline meetings, or further information-seeking sessions, are required. A good chairman will recognise when specific directors are struggling or not pulling their weight, and will take action. And when certain directors are overly forceful in their opinions, a great chairman will restore balance and ensure every voice is heard before a decision is made.

He or she should also be able to tell you about the structure. What about descriptions of the responsibilities of the board as a whole and of individual members? What about committee functions and responsibilities?  Is there a system of checks and balances to prevent conflicts of interest between board members and the organisation? And for your own peace of mind, does the organisation have directors and officers liability coverage?

Problems aren’t always visible from the outside. After all, a board’s job is to appear balanced and always in agreement even when it is not. So look for signs of dysfunction. These include regular resignations and appointments; organisational underperformance; the constant missing of objectives; and the CEO and senior management struggling for support. What about the board’s relationship to the staff – particularly the executive staff – and how do board members and senior staff typically work with each other?

Do a bit of probing into the finances too. Are they sound, does the board discuss and approve the annual budget, and how often do board members receive financial reports? Who does the organisation serve, and are the clients or members satisfied?

Once you’ve done all that, get down to the personal stuff.  What can I can contribute as a board member? How much of my time will be required for meetings and special events? Am I committed to the organisation’s mission? Can I put its objectives above my own professional and personal interests when making decisions as a board member? Can I contribute the time necessary to be effective?

If you can answer all those questions to your own satisfaction you’re almost there. Now all you’ve got to do is get elected!

Reviewing your strategy and communications? Can I help?

Over twenty years’ association management experience.

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Michael Hoare FIAM

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