GBBR Leadership Conference "Back of Beyond"

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GBBR Leadership Conference "Back of Beyond"

  1. 1. BACK OFBEYONDTrends in Association ManagementJudith Lindenau, CAE, RCEOctober, 2012JWL Associates 1
  2. 2. WHAT WE KNOW ABOUTREAL ESTATE TODAY• Undergoing major transformation• Members revising job descriptions from bird dogs to counsellors• Members have personal finance anxiety• Brokers reinventing brokerage practices JWL Associates JWL Associates 2
  3. 3. WHAT WE KNOW ABOUTASSOCIATIONS 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 JWL Associates 3
  4. 4. WHAT’S HAPPENING NOW: HOW AREREAL ESTATE ASSOCIATIONS COPING? 1. Subcontracting, partnering, and shared services 2. Streamlined Governance 3. Volunteer Management 4. New Approaches to Strategic Planning 5. Diversification of IncomeJWL Associates 4
  5. 5. 1. SHAREDSERVICES*Mutually beneficial relationships*Building capacity with a minimumof infrastructure investment*Not duplicating servicesJWL Associates 5
  6. 6. GBBR SHAREDSERVICES:Shared Lockboxes—in effect in this area!Working with MAR on Foundation projectHuston Association of Realtors Online StoreMAR resources for videosMRIS resources for business statisticsJWL Associates 6
  7. 7. SUB- • To Other Realtor AssociationsCONTRACTING NSBAR: Contracts out the —A MERGER processing of complaints to MainALTERNATIVE Street AOR To Non-Realtor Organizations TAAR: Consumer Complaints to a Dispute Resolution system in the communityJWL Associates 7
  8. 8. SHARED ‘members insist that theirSERVICES associations practice good business’ISGOODBUSINESSJWL Associates 8
  9. 9. COMPETITON 80% OF GBBR’S INCOME IS DUES-FOR BASED. WHAT IS OUR MARKET SHAREMEMBERS FOR THIS MONEY? GBBR ASSOCIATION 1 ASSOCIATION NAR-MAR MRIS 2 ASSOCIATION 3 ASSOCIATION 4JWL Associates 9
  10. 10. SHARED • As brokers see shrinking profitabilitySERVICES: – They look for ways to reduceWHY NOW? 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/valueJWL Associates 10
  11. 11. 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.JWL Associates 11
  12. 12. ELIMINATE: • 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/b log/managing-volunteers/three Use task forces, work groups, online forums. • In-person meetings and body-in-seat educational events whenever possible. JWL Associates 12
  13. 13. GOVERNANCE:THECORPORATEMODELJWL Associates 13
  14. 14. ASSOCIATIONMODELJWL Associates 14
  15. 15. HOW DO WE • Create strategic agendas CREATE A • Create future-thinking budgets (leadership STRATEGIC development, technology, R and D, transition/contingency fund) BOARD? • 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’JWL Associates 15
  16. 16. 3. VOLUNTEER MANAGEMENT-ADOPT NEW PRACTICES!Seniors: Association ‘junkies’ Youngers: GeeksJWL Associates 16
  17. 17. THE NEWVOLUNTEER JWL Associates 17
  18. 18. VOLUNTEER • Value time. Manage big jobs in littleMANAGEMENT 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 ThinkingJWL Associates 18
  19. 19. 4. NEW APPROACHESTO STRATEGICPLANNINGJWL Associates 19
  20. 20. CONDUCT • • Leadership Assessment Purpose and StructureA • CommunicationCAPACITY • • Adaptability and Innovation Human ResourcesAUDIT • Financial Resources • Professional Resources • Collaborations and Partnerships • Physical Resources • Financial Management • Intelligence • Actions • Evaluation • Community Buy-In • TechnologyJWL Associates 20
  21. 21. Organizational Life Cycle Stage Characteristics Conception/ 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 21
  22. 22. Organizational Life Cycle Stage Characteristics Late 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 JWL Associates 22
  23. 23. • Undefined leadership roles • No policy direction to staffGBBR CAPACITY • Decision-making authority is undefinedAUDIT RESULTS: • Weak communication to membershipAREAS WHERE • No future vision and goalsWE AREWEAKEST • 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 jobsJWL Associates 23
  24. 24. • Board of Directors attendance isGBBR CAPACITY consistently strongAUDIT RESULTS: • GBBR has sufficient financial resourcesAREAS WHERE to meet its goalsWE ARE • GBBR has good insurance coverage as anSTRONGEST association • GBBR has a strong cooperative relationship between state and national associations • Association produces regular financial reports • Association follows good fiscal managementJWL Associates 24
  25. 25. 5.DIVERSIFYINCOME JWL Associates 25
  26. 26. • Know your % of income from various sources. In GBBR, 80% comes from DUES • Know your % of expenses for eachPROGRAM program (including professionalBUDGETING 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 associationJWL Associates 26
  27. 27. SIZE IS AFRAME OF MINDJWL Associates 27
  28. 28. JUDITH LINDENAUJWL CONSULTINGWWW.JUDITHLINDENAU.COM(231) 715-1416 Strategic Planning Capacity Assessments Leadership Training Individual Coaching for AEs and Leaders JWL Associates 28

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