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7 Measures of Success: What Remarkable Associations Do That Others Don't
The 7 Measures Project is a multi-year research effort that identified characteristics of remarkable associations. It was published as a book in 2006 and updated in 2012. The 7 Measures framework identifies seven key practices that exemplary associations display: a customer service culture, aligning products and services with mission, data-driven strategies, dialogue and engagement, the CEO as a broker of ideas, organizational adaptability, and alliance building. The research involved surveying association leaders to identify remarkable associations, then extensively studying those associations to determine distinguishing practices. The updated edition revisited those associations and included how others have applied the 7 Measures framework.
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7 Measures of Success: What Remarkable Associations Do That Others Don't
- 1. Greg Melia, CAE ChiefMember and Volunteer Relations Officer ASAE: The Center for Association Leadership @gmeliacae
- 2. The 7 MeasuresProject • 2002: Multi-year research effort initiated • 2006: 7 Measures book published • 2012: Revised & updated edition published Are the 7 Measures relevant today? 1. Based in key practices of remarkable associations over past 20 years 2. Updated edition revisits the remarkable associations to check relevancy 3. Updated edition includes how other associations have used the 7 Measures as a strategy guide
- 3. Another Sign ofRelevance “It seems to me that this era is marked by something having to do with connectivity and networks and the ability to operate and lead within them. Part of my thinking grows out of some work I participated in with the American Society of Association Executives.” ─Jim Collins Inc. magazine June 2012
- 4. Knowledge Photo credit: Dunbargardens on Flickr
- 5. Wisdom Photo credit: CarolBrowne on Flickr
- 6. The Inspiration • Matched-PairMethodology Applied by Collins and Porras • Compare two companies • Created in same era • Facing same market challenges and opportunities • Same demographics • Same technology shifts • Same socioeconomic experience
- 7. What is 7 Measuresof Success? • Empirical research on what makes an association truly remarkable • Characteristics displayed by exemplary associations • A framework for instilling organizational excellence
- 8. • Surveyed 1,000assn CEOs & senior staff • What associations do you consider to: Be visionary Set benchmarks for all associations Have persisted against difficult circumstances Consistently delivered on mission Have active and engaged members/donors • 104 associations identified How did we do it?
- 9. What Next? • Reviewed15 years of data from 51 of the 104 identified associations • Needed to: Have been in operation minimum of 20 years Finished more years in black than red Exhibited the ability to retain Members Donors Market share • More than 1 CEO during the study period • Have an appropriate “twin” in the group
- 10. And then … •Twotask force members per matched pair prepared detailed dossiers: • Reviewed documentary evidence • Conducted onsite visits & interviews • More surveys and data collection • 11 Areas of Comparison including: • Vision, core values, mission, purpose, goals • Organizational structure, policies, systems • Business strategy • Staff & elected leadership • Community and culture
- 11. AARP AmericanCollege of Cardiology American Dental Association Associated General Contractors of America Girl Scouts of the USA National Associations of Counties Ohio Society of CPAs Radiological Society of North America Society for Human Resource Management 9 organizations identified as remarkable
- 12. 2012 Update • Reconnectedwith the “remarkable organizations” through in-depth interviews • Drew new insights from hundreds to 7 Measures workshops, articles, and conversations based on the first edition • Documented the path of three associations which have decided to incorporate the 7 Measures into their culture and organizations
- 13. Purposeful People engaged in DisciplinedThought taking Disciplined Action PurposePurpose AnalysisAnalysis andand FeedbackFeedback ActionAction RemarkableRemarkable Lessons from Remarkable Organizations
- 14. RemarkableRemarkable 1. A Customer ServiceCulture 2. Alignment of Products and Services With Mission 6. Organizational Adaptability 7. Alliance Building 3. Data-Driven Strategies 4. Dialogue and Engagement 5. CEO as a Broker of Ideas Commitment to Action Commitment to Purpose Commitment to Analysis and Feedback
- 15. Commitment to Purpose ACustomer Service Culture •“We’re here to serve you” •Customer- focused organizational structure and processes •An association of members, for members, by members • Actively seek ways to develop a customer service culture and structure • Build brands that exceed customer needs • Know that everyone is a customer • Never stop refining and enhancing the value they provide
- 16. Commitment to Purpose Alignmentof Products & Services With Mission • Driven by mission not money •Products, services, activities developed to address those needs • Everyone knew the mission • Knew not only whom they served but what their mission was • All offerings are consistent with the organization’s mission • Mission remains the central guidepost, no matter the external environment.
- 17. Commitment to Analysisand Feedback Data-Driven Strategies • Data, Data, Data •Capacity and culture to gather, share, analyze information •Willingness to act based on what they hear • Have an expertise in gathering – and sharing – information. • Willing to ask: “What do we know, and what are we going to do about it?” • Has effective processes for taking action based on the data.
- 18. Commitment to Analysisand Feedback Dialogue and Engagement •Continuous conversation on direction and priorities •Staff and Volunteers both involved •No “silos” • Staff and volunteers continuously discuss the organization’s direction and priorities • Cross-functional teams • A close-knit culture grows from this constant communication
- 19. What does volunteer involvementlook like in associations?
- 20. 20 Typical Levels ofInvolvement None 69.9%
- 21. 21 Typical Levels ofInvolvement Ad hoc 15.5% None 69.9%
- 22. 22 Typical Levels ofInvolvement Committee 7.8% Ad hoc 15.5% None 69.9%
- 23. 23 Typical Levels ofInvolvement Governance 6.8% Committee 7.8% Ad hoc 15.5% None 69.9%
- 24. Value of Engagement 40% 32% 29% 47% 34% 20% 61% 27% 12% 66% 22% 13% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% NoVolunteer Role Ad hoc Committee Board Detractor Passive Promoter
- 25. SenseofCommunity ValueofMembership Essential Unknown ValuetoAssociation Retention Levels of Engagement Howdo we get these folks more engaged?
- 26. Commitment to Analysisand Feedback CEO as a Broker of Ideas •Facilitates visionary thinking throughout the organization •“The Great Go- Between” not necessarily “The Great Idea Person” • The CEO facilitates visionary thinking throughout the organization. • Supports a strong staff/volunteer partnership. • Continuous communication will not happen without someone to foster the conversation
- 27. Leading without directpower “Instead of managing a company, you're managing an ecosystem that is networked and connected over the world.” ─ Jim Collins “Associations are, by their nature, networks. They're fluid. But an association has to have some sort of unity and cohesion. So how do you create a great association when it's inherently not self-contained?”
- 28. Commitment to Action OrganizationalAdaptability •Learn from and respond to change •Know what not to change •The will to act •Purposeful Abandonment •Remarkable organizations think strategically and act strategically •They face problems and crises, but they act and learn from these events •Although willing to change, they also know what not to change. •The difference is flexibility, action, and learning
- 29. Commitment to Action AllianceBuilding •Secure and confident enough to seek partners and projects that complement their mission and purpose •Partnering for the right purpose •Systematic, intentional, and mission driven approach to alliances and partnerships •Communicate clear expectations for partnership opportunities •Not driven by money or afraid to walk away
- 30. • Associated Buildersand Contractors • Staff & volunteer book discussions • Online survey: where can we easily make progress? • Two all-day brainstorming sessions • Actions: • Rewrote ABC’s mission statement • Added COO position • Redesigned database Putting the 7 Measures to Work
- 31. • Intl Assnof Administrative Professionals • Drafted five new mission statements and polled members to select one • “Mission Tested” all programs, products and services to new statement • Incorporated 7 Measures into strategic planning • Heavily rely on data to make difficult decisions • Restructured to free CEO to be a better broker of ideas Putting the 7 Measures to Work
- 32. • Amer Acdyof Hospice & Palliative Medicine • Focused on transitioning from an operational board to a leadership board • Incorporated 7 Measures terminology • Always gather data, engage dialogue before decision-making deliberations • Dedicated staff retreat on customer service, reinforced by coffee mugs • Monthly member feedback • Dedicated time to external outreach and alliance-building Putting the 7 Measures to Work
- 33. • Conversations duringthe conference • Worksheet in conference materials • www.asaecenter.org/7measures In closing “7 Measures .. gave us a way to think about the right questions to ask” Kirk Pickerel, CAE Retired President & CEO Associated Builders & Contractors
- 34. Thank you! Greg Melia,CAE Chief Member and Volunteer Relations Officer ASAE: The Center for Association Leadership gmelia@asaecenter.org @gmeliacae
Editor's Notes
- #2 What are we going to do today? Review the 7 Measures of Success Introduce the key findings Discuss what LPTA can do
- #3 Inspired by two books written by Jim Collins and Jerry Porras – Good to Great and Built to Last where they used a match pair methodology to study public companies and to identify the characteristics that set great companies apart from the good ones. The whole point here is to isolate differences -- so they looked for companies with many similar characteristics -- same time frame, same opportunities -- but what was the difference. The same thing held true for associations. Matched-Pair Methodology Common to social sciences, applied by Collins and Porras to companies Compare two companies Created in same era Facing same market challenges and opportunities Same demographics Same technology shifts Same socioeconomic experience Why not apply the same methodology to associations? ASAE & The Center the first to apply the comparison research methodology to the nonprofit community
- #4 Inspired by two books written by Jim Collins and Jerry Porras – Good to Great and Built to Last where they used a match pair methodology to study public companies and to identify the characteristics that set great companies apart from the good ones. The whole point here is to isolate differences -- so they looked for companies with many similar characteristics -- same time frame, same opportunities -- but what was the difference. The same thing held true for associations. Matched-Pair Methodology Common to social sciences, applied by Collins and Porras to companies Compare two companies Created in same era Facing same market challenges and opportunities Same demographics Same technology shifts Same socioeconomic experience Why not apply the same methodology to associations? ASAE & The Center the first to apply the comparison research methodology to the nonprofit community
- #5 Inspired by two books written by Jim Collins and Jerry Porras – Good to Great and Built to Last where they used a match pair methodology to study public companies and to identify the characteristics that set great companies apart from the good ones. The whole point here is to isolate differences -- so they looked for companies with many similar characteristics -- same time frame, same opportunities -- but what was the difference. The same thing held true for associations. Matched-Pair Methodology Common to social sciences, applied by Collins and Porras to companies Compare two companies Created in same era Facing same market challenges and opportunities Same demographics Same technology shifts Same socioeconomic experience Why not apply the same methodology to associations? ASAE & The Center the first to apply the comparison research methodology to the nonprofit community
- #6 Inspired by two books written by Jim Collins and Jerry Porras – Good to Great and Built to Last where they used a match pair methodology to study public companies and to identify the characteristics that set great companies apart from the good ones. The whole point here is to isolate differences -- so they looked for companies with many similar characteristics -- same time frame, same opportunities -- but what was the difference. The same thing held true for associations. Matched-Pair Methodology Common to social sciences, applied by Collins and Porras to companies Compare two companies Created in same era Facing same market challenges and opportunities Same demographics Same technology shifts Same socioeconomic experience Why not apply the same methodology to associations? ASAE & The Center the first to apply the comparison research methodology to the nonprofit community
- #7 Inspired by two books written by Jim Collins and Jerry Porras – Good to Great and Built to Last where they used a match pair methodology to study public companies and to identify the characteristics that set great companies apart from the good ones. The whole point here is to isolate differences -- so they looked for companies with many similar characteristics -- same time frame, same opportunities -- but what was the difference. The same thing held true for associations. Matched-Pair Methodology Common to social sciences, applied by Collins and Porras to companies Compare two companies Created in same era Facing same market challenges and opportunities Same demographics Same technology shifts Same socioeconomic experience Why not apply the same methodology to associations? ASAE & The Center the first to apply the comparison research methodology to the nonprofit community
- #8 Over 18,000 hours of work Four year effort Collins as mentor and guide 100 boxes of information collected and reviewed The result of: Asking “Wouldn’t it be great if ….” Lots of excellent, dedicated volunteer & staff work
- #9 Survey of 1,000 association executives to identify “great” association candidates Trade, professional, and philanthropic non-profits 32% response rate Initial list of 104 non-conflicted associations 15 year study period data provided by 51 of 104 candidates
- #10 Some of the criteria – Had to submit 15 years of data ****above Selected this criteria to reduce the liklihood that any finding could be attributed to something limited in duration such as an economic boom or an extraordinary CEO. Willingness and ability to fully cooperate in the research process This brought us to 9 matched pairs for in-depth study.
- #11 Reviewed documentary evidence Internal Public Onsite inspections/interviews Follow up surveying and data collection Two task force members per matched pair prepared detailed dossiers Vision - Core values, mission, purpose, goals Markets, Competitors and Environment Organizational Arrangements - Structure, policies, systems Use of Technology Business Strategy Products and Services Leadership - Staff & Elected Community and Culture Financial Health Physical Setting and Location Public Policy The Research Committee and two additional researchers collected data on each pair through review of documentation and interviews. Organized the data into these 11 categories and analyzed it.
- #12 Each association in the Study Group paired with an association as similar to it as possible Budget and staff size Type (individual membership, trade, philanthropic) Geographic scope Similarity in mission and/or membership Comparing Good to Great None of the organizations (study or control) were less than “Bronze or Silver Medal Olympians”
- #13 Reconnected with the “remarkable organizations” through in-depth interviews How did they weather the recession? What are they doing differently now? Do the seven measures still resonate? Three other associations covered in the second edition Associated Builders and Contractors (comparison to AGC) International Association of Administrative Professionals American Academy of Hospice and Palliative Medicine
- #14 They are systematic and intentional They are driven by mission & strategic needs They develop clear expectations from each partner They develop clear deliverables 7 key characteristics stand out
- #15 We will look further at the explanation of the 7 Measures. “No one measure outweighs the others; all contribute equally to an association’s ability to innovate, grow, and thrive over time. Not presented in any order, but are grouped into three categories.
- #16 Name tag: How may I Help you? A “ we ’ re here to serve you ” approach is built into the organizational structure and processes, which are built around exceeding members’ expectations Remarkable associations view members as a population to serve rather than a market to sell to (p. 30) Much more than being a responsive association; more than answering the phones or returning emails Instead every action of every staff member & volunteer reflected a “we are here to serve you” Systems, processes and structure didn’t assume that staff knew member needs. They asked, listened and delivered Members and mission are at the heart of remarkable associations – and member value is the blood that keeps the heart pumping. The organizations never stop being inquisitive about how they can refine and enhance the value they provide. Examples: American Dental Association – customer service training to all staff; values – members are the purpose of our work. . .membership is everyone’s business. . .all members, potential members receive timely, accurate, and courteous response to their needs; Associated General Contractors ACG) changed its dues structure when chapters said it was too expensive and too complicated. Girl Scouts of America—bring scouting to every girl – that includes those in detention. . .. Suburban, urban, etc. Ohio Society of Certified Public Accountants – free year’s membership to everyone who passes the state CPA exam. Define your Customers “ We’re here to serve you” Individual encounters with members – creating the experience Surprise and delight factor
- #17 Name tag: How does that fit in our big picture? Knew not only whom they served but what their mission was All products and services were aligned with their mission The mission was so embedded in their culture – driven by mission, not by money Mission subdivided into needs Remarkable associations deliver. They always look for the best solutions to provide valuable resources and services. GSUSA – always ask the same central question: What do girls need today for us to achieve the mission we have always had? Radiological Society of North America – at one time provided association management services to 21 related subgroups—determined that this was not their mission to educate radiologists and to support radiological research. . .released all but three National Association of Counties – completely driven by its commitment to meet member needs. . .members as a population to serve rather than a market to sell to
- #18 Name tag: What do the numbers tell us? Capacity to continuously gather and analyze data and to make decisions based on that data Requires a willingness to ask ‘ what do we know and what are we going to do about it? Does not have to be expensive or formally done, But it does need to have action taken based on the feedback GSUSA – researches societal trends that affect or influence its reason for being—e.g., the girls (How are the needs and experiences of girls changing?) This led to a series of initaitves aimed at helping girls develop math and financial literacy skills; a National Bone health campaign; Girls Go Tech, for girls to learn about science; and an antiviolence educatin program. . .also was able to respond early on to another language. . .Spanish American College of Cardiology – two groups for environmental scanning. Each member focuses on tracking trends in one of five major areas. Executive Committee looks at several metrics related to each of ACC’s strategic goals – publications and converences, membership numbers, customer service metrics, and financial performance (Report card, red light/yellow/green light) American Dental Association relies on its 11 councils to study and report on issues relating to a specific area of interest SHRM – readership and advertising surveys; member needs assessments, member perception survey; , research about the workplace environment, analyses of web usage, product evaluations, and informal discussions with members; also has a sophisticated database that enables it to track member activity. – look at what books they are buying, what they are doing; what questions they are asking Associated General Contractors (AGC) posts surveys on its web site and asks members about potential products and services. This supplants formal research into members satisfaction and needs, environmental and competitive trends, and economic forecasting done by the staff economist. This is all part of AGC’s disciplines approach to new initiatives, which includes earmarking a percentage of its annual marketing budget for business/product development. Each year has a goal of increase product line revenue by an average of 10% each year. Remarkable organizations also knew a lot about their competition and can recite precise overlap between their organization and the competition. AARP – the gold standard for association research 200 person research dept with 3 foci: medicare and health, marketing and membership, and environmental scanning of all types. Types of research conducted: employee satisfaction, employee exit interviews; member focus groups; telephone surveys; opinion polls, product evaluation surveys; studies of ethnographics and econometrics – also media coverage and performance of its partners and affiliates—also pilot tests of all products with focus group Ohio Society of CPAs has a group of members who volunteer to attend courses offered by competitors and share the results
- #19 Name tag: Who should be involved in conversations about this? Dialogue and Engagement Just as important as the capacity to capture data is the ability to share what the data means and what you’re going to differently as a result of this new knowledge; analyzed and shared throughout the organization Continuous conversations around direction and priorities with both staff and volunteers Culture of constant communication – all employees have an opportunity to know and to support Radiological Society of North America – moved to new headquarters, designed by staff, to continue teamwork Remarkable organizations do not exhibit silos (organization fragmentation by department or responsibility) Examples of the way “silos are broken down” Ohio Society of CPAs – meet with CEOs (within first five weeks) on vision, mission, etc. National Association of Counties regularly holds “County 101” sessions on what members do Cross functional team retreats Monthly meetings at SHRM– update on the state of the association – discusses overall goals and what society is doing to meet those goals Board and staff partnership at American College of Cardiology – changed seating arrangements at the Board and that changed the dynamics GSUSA – put out to all constituents – “What can I do to help Girl Scouting be the best personal leadership development program for girls ages 5 – 17? Open space conversation; web site;, strategy cafes; small group discussion GSUSA has six strategic teams – program model and pathways; volunteerism; brand; funding; organizational structure and governance; culture (each team includes members from all organizational levels, functions and geographic levels).
- #21 Let’s start with a little benchmarking. This slide shows the average extent and types of volunteering across the 18 co-sponsoring organizations in our Decision to Join study. In addition to giving a benchmark, it also raises some interesting philosophical questions … namely, is it a good thing or a bad thing to have 70% of your members paying dues but not fulfilling ANY type of volunteer role? Governance 6.8% Committee 7.8% Ad hoc 15.5% None 69.9%
- #22 Let’s start with a little benchmarking. This slide shows the average extent and types of volunteering across the 18 co-sponsoring organizations in our Decision to Join study. In addition to giving a benchmark, it also raises some interesting philosophical questions … namely, is it a good thing or a bad thing to have 70% of your members paying dues but not fulfilling ANY type of volunteer role? Governance 6.8% Committee 7.8% Ad hoc 15.5% None 69.9%
- #23 Let’s start with a little benchmarking. This slide shows the average extent and types of volunteering across the 18 co-sponsoring organizations in our Decision to Join study. In addition to giving a benchmark, it also raises some interesting philosophical questions … namely, is it a good thing or a bad thing to have 70% of your members paying dues but not fulfilling ANY type of volunteer role? Governance 6.8% Committee 7.8% Ad hoc 15.5% None 69.9%
- #24 Let’s start with a little benchmarking. This slide shows the average extent and types of volunteering across the 18 co-sponsoring organizations in our Decision to Join study. In addition to giving a benchmark, it also raises some interesting philosophical questions … namely, is it a good thing or a bad thing to have 70% of your members paying dues but not fulfilling ANY type of volunteer role? Governance 6.8% Committee 7.8% Ad hoc 15.5% None 69.9%
- #25 One lens on the “mailboxer” question that I found very insightful are the findings related to “The Ultimate Question” from the Decision to Join. In short, we see that those members who volunteer are more likely to be a promoter of the association – powerful stuff indeed. And that’s in addition to all of the other benefits volunteering brings to the organization and to the member, as demonstrated on the next slide … Answers based on a 10 point scale 9-10 Promoter 7-8 Passive 6 or less Detractor Probability of being a “promoter” of the association increases with level of involvement Advocacy, networking and leadership opportunities become more important as level of involvement increases Finding: The probability of being a “promoter” of the association increases with one’s level of involvement. Members who do not become involved in their association are perilously close to former members in their estimations of the value they receive. Fifteen percent of the survey respondents said they were involved at the governing or committee level, which is about the level of involvement many association execs cite when asked about the participation level in their association. But another 16% of the survey respondents were involved in single task activities that set them on the path to high promoter status. This would indicate that the way associations define and track “ involvement” may warrant greater strategic attention than it is given. Levels of Involvement Discussion Question: • Do associations appreciate the importance of these ad hoc, single task volunteers and expand the opportunities for members to become involved in this way? • Is involvement managed systematically? • How does your association deal with this? International Issues
- #27 Name tag: How can we all pull together to do something really great? CEO as a Broker of Ideas In the remarkable associations the CEO fostered communication and collaboration among staff and volunteers. CEOs made a real effort to clarify roles and responsibilities to facilitate a strong staff/volunteer partnership. NOT about the CEOs vision but instead created an environment for visionary thinking throughout the organization Helps members and staff think in terms of what is possible and enables things to happen rather than decreeing what will happen Staff input welcomed Associated General Contractors – shared responsibility between CEO and COO (CEO on external; COO on internal)
- #28 Inspired by two books written by Jim Collins and Jerry Porras – Good to Great and Built to Last where they used a match pair methodology to study public companies and to identify the characteristics that set great companies apart from the good ones. The whole point here is to isolate differences -- so they looked for companies with many similar characteristics -- same time frame, same opportunities -- but what was the difference. The same thing held true for associations. Matched-Pair Methodology Common to social sciences, applied by Collins and Porras to companies Compare two companies Created in same era Facing same market challenges and opportunities Same demographics Same technology shifts Same socioeconomic experience Why not apply the same methodology to associations? ASAE & The Center the first to apply the comparison research methodology to the nonprofit community
- #29 Name tag: How might we need to change how LPTA operates? Most of the participating organizations experienced at least one crisis during the 15 year study period, e.g., financial crisis or leadership voice—comparison organizations tended to act more slowly than the study organizations. Having crises but also learning from them AGC – registered highest membership attrition in 1992. Laid off staff and sold the building NACO – 2.5M deficit. . .hiring freeze, slashed staff travel, cut other expenditures AGC – made a decision to decreasing its dependency on membership. . .Goal is that at least 50% of $$ will come from non-dues revenue Prune to grow – OSCPA – eliminated chapters, creating one state level of dues SHRM – purposeful abandonment (Peter Drucker) – selected mutation – staff need to make a case for products/services; changed board selection, based on knowledge/skills needed at a particular time NACO– management retreat – talk about what they should start, what they should change; what they should discontinue—then look to member data GSUSA– changed everything (uniforms, way programs are delivered,) but not its mission Nimble & flexible to meet the needs of members Purposeful Abandonment All organizations must deal with setbacks, failures and crises, but not all of them learn from these events. Remarkable associations do! They acknowledge their failures, learn from their mistakes, make changes, and move on.
- #30 Name tag: Who might we partner with? Alliance Building Most associations engage in some form of alliance building – remarkable associations are systematic and very intentional in the alliances/partnerships they build in that they are driven by their mission and strategic needs. They communicate clear expectations for each partnership opportunity and did not hesitate to walk away if a win-win doesn’t materialize Not driven by $$ GSUSA – look for alliances with skills that augment their own—alliance building is about getting the job done for the girls. (e.g., VISA to provide money management resources for girls; Environmental Protection Agency to develop a badge on “my planet”; Lucent Technologies Foundation to encourage minority girls to develop an interest in math and technology. Matched pairs – often used alliances and partnerships to pay bills. . . ADA – turned to Northwestern University to develop mini-MBAS program specifically for dentists NACO collaborated with Wagner Graduate School (NY University) to develop a county leaadership institute.
- #31 Create CEO-specific value and programs; Improve the value to all association professionals, consultant members (differentiated from Industry Partners) Address the needs of Consider career stages and generational impact -- Young Professionals Improve the value delivered through sections -- Collaboration is key driver Improve customer service (e.g., CEO Services Established) New membership categories established
- #32 Create CEO-specific value and programs; Improve the value to all association professionals, consultant members (differentiated from Industry Partners) Address the needs of Consider career stages and generational impact -- Young Professionals Improve the value delivered through sections -- Collaboration is key driver Improve customer service (e.g., CEO Services Established) New membership categories established
- #33 Create CEO-specific value and programs; Improve the value to all association professionals, consultant members (differentiated from Industry Partners) Address the needs of Consider career stages and generational impact -- Young Professionals Improve the value delivered through sections -- Collaboration is key driver Improve customer service (e.g., CEO Services Established) New membership categories established
- #34 Developing a Knowledge-Based Perspective Gather information. Analyze information. Use information to become better. Always put information to use, not on the shelf How do the 7 Measures compare to Good to Great? Findings Unique to Nonprofits: Collaborating for the right purpose Ongoing dialogue and engagement Intensely data driven Use the 7 Measures for discussion, assessment and strategy development Have staff identify the one measure which your organization can improve most quickly and take action Discuss a measure with your Board at each meeting. Start by discussing ways to better understand and serve your customers. Begin assessing how well your programs contribute to attainment of your mission. What will you do?