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What Remarkable Associations Do
That Others Don’t
7 Measures of
Success
Seven Factors Identified
Commitment to Purpose
1. A customer service culture
• “We’re here to serve you”
o Individual encounters with members
o Org...
Commitment to Analysis and
Feedback
3. Data driven strategies
• Capacity and culture to gather, share, analyze information...
Commitment to Action
6. Organizational adaptability
• Learn from and respond to change
• Know what not to change
• The wil...
Organizational
Adaptability
Alliance
Building
A Customer Service
Culture
Alignment of
Products and
Services With
Mission
D...
Smaller Boards Are Better
Boards
• Study Group board size ranged from 8 to 40
• What DOES matter
o Strategic rather than o...
Democratic/Open Board
Selection Process
• No particular selection or election process characteristic
of Study Group
o "Any...
CEO Should Come from
Association Profession
• No dominant model
o 33% in Study Group went outside to association professio...
Reserves Should Equal 50%
of Annual Revenues
• Most in Study Group had reserves closer to 75%
• Many had significantly dra...
Staff Driven versus Member
Driven
• No one model predominates
• What DOES matter
o Data Driven
o Member Focused
Be Proactive not Reactive
• The Study Group was no better at anticipating the
future than the Comparison Group
• What DOES...
Profitability as a Measure of
Success
• Profit is one means of measuring success, but not
the only one Study Group
o Profi...
Focus on Core/Experiment at
Fringes
• Study Group
o Never lost focus on who they existed to serve while
taking significant...
Exhibit Level 5 Leadership
• Wide range of leadership styles present in Study
Groups through study period
• Regardless of ...
Legislative versus Executive
Leadership
• Vision emanates from membership, not CEO
• CEO responsible for facilitating visi...
Get The Right People on the
Bus (and the Wrong People
Off)
• CEO accountability for staff
• Largely out of control for vol...
Unique to Non-profits
• Collaborating for the right purpose
o Even where collaborators continue to function as
competitors...
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7 measures of success af sae

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7 measures of success af sae

  1. 1. What Remarkable Associations Do That Others Don’t 7 Measures of Success
  2. 2. Seven Factors Identified
  3. 3. Commitment to Purpose 1. A customer service culture • “We’re here to serve you” o Individual encounters with members o Organizational structure and process • An association of members, for members, by members 2. Alignment of product and services with mission • Mission subdivided into needs • Products, services, activities developed to address those needs • Driven by mission not money
  4. 4. Commitment to Analysis and Feedback 3. Data driven strategies • Capacity and culture to gather, share, analyze information • Data, Data, Data 4. Dialogue and engagement • Continuous conversation on direction and priorities o Staff and Volunteers 5. CEO as broker of ideas • Facilitates visionary thinking throughout the organization • “The Great Go-Between”
  5. 5. Commitment to Action 6. Organizational adaptability • Learn from and respond to change • Know what not to change • The will to act 7. Alliance building • Secure and confident enough to seek partners and projects that complement their mission and purpose • Partnering for the right purpose
  6. 6. Organizational Adaptability Alliance Building A Customer Service Culture Alignment of Products and Services With Mission Data-Driven Strategies Dialogue and Engagement CEO as a Broker of Ideas Remarkable Commitment to Analysis and Feedback Commitment to Action
  7. 7. Smaller Boards Are Better Boards • Study Group board size ranged from 8 to 40 • What DOES matter o Strategic rather than operational focus o Board/staff shared understanding and alignment of roles o Data driven strategic decision making
  8. 8. Democratic/Open Board Selection Process • No particular selection or election process characteristic of Study Group o "Anyone may run" o Nominating Committee: single candidate per opening slate o Competency-based search • What DOES matter o No rigid up-the-ladder pathway to board service o Transparency and effective communication of process o Clarity of expectations and role
  9. 9. CEO Should Come from Association Profession • No dominant model o 33% in Study Group went outside to association professional in selecting current CEO o 22% selected from within membership o 44% promoted from within staff - 50% of these after brief tenure with outside CEO • What DOES matter o CEO able to match their style to culture of organization o CEO and Board with shared understanding of CEO expectations
  10. 10. Reserves Should Equal 50% of Annual Revenues • Most in Study Group had reserves closer to 75% • Many had significantly drawn on reserves, not to replace falling revenues, but to invest in organizational improvements • Non-profit is a tax status, not a philosophy o For profits pay dividends to shareholders o Non-profits reinvest retained earnings in programs and services
  11. 11. Staff Driven versus Member Driven • No one model predominates • What DOES matter o Data Driven o Member Focused
  12. 12. Be Proactive not Reactive • The Study Group was no better at anticipating the future than the Comparison Group • What DOES matter o More adaptable to change – whether being proactive or reactive o Able to change strategies and tactics without altering its core mission
  13. 13. Profitability as a Measure of Success • Profit is one means of measuring success, but not the only one Study Group o Profit achieved by disciplined, data-based focus on member needs o Profit generated to fund mission-driven activities o Profit-generating activities had alignment with mission • Comparison Group o Profit as goal
  14. 14. Focus on Core/Experiment at Fringes • Study Group o Never lost focus on who they existed to serve while taking significant risk outside of core • Comparison Group o Sometimes distracted from core mission in pursuing new areas
  15. 15. Exhibit Level 5 Leadership • Wide range of leadership styles present in Study Groups through study period • Regardless of whether decision making was by consensus or executive fiat o Included both staff and volunteer leadership in ongoing dialogues • Personal style less important than how it is exercised o Authenticity
  16. 16. Legislative versus Executive Leadership • Vision emanates from membership, not CEO • CEO responsible for facilitating visionary thinking
  17. 17. Get The Right People on the Bus (and the Wrong People Off) • CEO accountability for staff • Largely out of control for volunteer leadership
  18. 18. Unique to Non-profits • Collaborating for the right purpose o Even where collaborators continue to function as competitors • Intensely data driven o Constant process of feedback, data and analysis • Ongoing dialogue and engagement o Staff o Volunteers

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