10 Keys Remove Association Culture Change Mystery

May 24, 2013

10 Keys Remove Association Culture Change Mystery

Association Culture change has long been the stuff of hocus pocus and black magic. Many people talk about it, but it seems difficult to find real success stories because the levers of success are less than obvious.

What is known is that a direct assault on Association culture doesn’t work; you don’t alter behavior by publishing new values and running workshops on the new expected behaviors. It’s been tried and it never works.

Association Culture

Association Culture is not the result of new talk. Association Cultural change is the result of new actions, routines, roles, and expectations for specific and defined actions. The structures and processes of an organization’s management system is what shapes these factors more than anything else, and so when the management system is changed, the culture changes. This assumes the leaders of the organization are serious about the changes they are making, and work hard to be models of the new ways.

Here are 10 things to remember as you think about Association culture, its role, how it is shaped, and how it can be changed:

1. Culture is the great lever of Association change

2. Culture determines if a given change will be accepted or rejected

3. Today’s economic world demands Associations move quickly

4. The speed of an Association is governed by the speed of decision making

5. Your management system defines your decision making strategy and quality

6. A culture that moves decisions to where the knowledge is greatest, which is the front line, will make the fastest and best decisions

7. To set people up for success in their decision making, management has a lot of work to do in advance

8. Leaders have to accept that change is now the constant, and the only way to keep people is to let go of centralized control

9. Culture change is much more readily accepted when people gain control not lose it

10. More than any other thing, changing the management system causes the biggest shift in Association culture

10 Keys Remove Association Culture Change Mystery

Association culture

John. M Bernard, Chairman & Founder, Mass Ingenuity

One of the biggest surprises for me in learning about organization development has been understanding the relationship between the complex nature of human beings, and the work they do. What I have learned is that mechanical things such a strong, healthy, and structured business reviews can have profound impact on cultural components such as human beliefs, behaviors, and trust.

The better we understand the interplay between structured management processes and human behavior, the more control we have in shaping Association culture.

Association Culture does not have to be the accident accumulation of unspoken norms and behaviors. It can and should be intentional.

Thanks for joining me in this series on Association culture.

Managing Teams Through Crisis

May 22, 2013

managing teams through crisis

Managing Teams Through Crisis

Every leader, whether it is in the Association world or any other work arena, must deal with their own version of “chin music.” Even Mike Tyson is right that “Everybody’s got plans, until they get hit.” Unexpected surprises come out of nowhere and sometimes even worse than expected circumstances land in the leader’s lap. Since Management and Board Members expect results, leaders know they must swing into action and get the job done.

Good leaders can find the pot of gold, even when there is no rainbow. New York Yankee Manager Joe Girardi for instance, looked to the 2013 season with optimism. Why shouldn’t he?  A storied franchise with star power and a $200 million plus payroll helped him field a powerful team. Then thirteen players suffered injuries and landed on the disabled list. What many viewed as a nightmare scenario is instead an interesting case study on managing effectively, despite crisis.

With most of his team out for the foreseeable future, Girardi and the Yankees’ General Manager Brian Cashman collaborated on fielding a team of some veterans and many replacements. Fans who expected a team collapse and even Yankee haters might be scratching their heads. At least for now, the 2013 Yankees sit atop the American League’s highly competitive Eastern Division.

Rise Above It

The tough situations can define the most effective leaders. Joe Girardi’s leadership reminds executives that while a field of play can’t be changed, it can be managed.  For Girardi and Managers in general, building on a solid foundation of trust is a sure winner.

6 Ways Managers Can Thrive During a Crisis

  1. Apply Constant Optimism – Pessimism is “poison for the soul.” Identify the opportunity for someone to step up and make great things happen.
  2. Offer Sincere Praise – Be specific, recognize what a team member achieved. It elevates morale and motivates others to step up and lead too.
  3. Preparation Really Matters – In tough situations, spend extra time developing strategies and options. Know the team’s capabilities, and how they fit into any given scenario.
  4. Consistency Plays Well –  Leaders should be who they are in good times and bad times. Consistency displays reliability and it reinforces trust with the team.
  5. Clear Vision – Leaders must identify the path and deliver. Collaborate with superiors, mentors      and colleagues as they could provide an idea a leader had not thought of.
  6. The Golden Rule – Successful Leaders almost always had great Managers and Coaches. Many remember how words of encouragement and coaching sessions lifted morale. Lifting people up works. Leaders who take credit and blame others decimate morale and performance.

Managing Teams Through Crisis

With more than one half of the Major League Baseball Season yet to be played, it’s tough to know how the New York Yankees will finish the season.  What’s been accomplished thus far is a teachable moment for Managers. Even the toughest of challenges can be overcome. Using similar approaches, one Association executive, after losing a top sales performer, turned their year end into a success from almost certain failure.

Do optimism, praise, preparation, consistency, clear vision and the golden rule by themselves assure success? No, but they offer a solid framework for any Manager to utilize when the worst happens. “It ain’t over till it’s over” said Yogi Berra, and now with 6 strategies built on a foundation of trust, leaders could have the capacity to snatch victory from the jaws of defeat.

For a free copy of the “Accelerating Strategic Member Engagement” eBook, request your copy at www.potomaccore.com.

managing teams through crisis

Communication Strategies Drive Growth

May 20, 2013

communication strategies drive growth

Communication Strategies Drive Growth

 As Associations evaluate new paths to member engagement, conference attendance and revenue growth, Communication Strategies must be on the table. Many agree that driving association messaging is especially challenging. After all, the complexities of today’s news cycle clogs Social and Traditional Media lanes like a Long Island Expressway rush hour. While no one admits to beating the rush hour, some Practitioners have a path to incorporate Communication strategies into an overall Association member engagement and growth strategy.

At a time when Association dollars require ROI, having the right Comms Strategies can improve competitive position, strengthen market positioning and drive revenue growth.

Navigating the complex nature of the media landscape is both art and science for Associations. For Bill Haynes, Founder and President of Boston based BackBay Communications,  a focused and well thought out communication strategies approach is a game changer for Associations.

As a two decade plus veteran of numerous media campaigns, Haynes decided to put a flag in the marketplace, starting his firm in June of 2005, a strategic branding, marketing and public relations firm focused on the financial services sector. Haynes saw a future defining companies and Associations as practical solutions to achieve business growth. A track record defined by client satisfaction and business growth expanded BackBay from Boston to New York and London.

3 Step Content Foundation

Associations can move the needle forward, engage their members, grow conference attendance and increase membership using BackBay’s content driven formula.

Is there a starting point? “Yes,” says Haynes, “Associations have a great opportunity to develop original content that leverages and broadcasts the association’s expertise in the marketplace, offering actionable insights to members, prospects and partners.”

3 Communication Strategies Drive Member Engagement and Growth

  1. Identify unique differentiators. An association’s brand identity, marketing collateral and website should reflect the uniqueness for the association’s brand and underscore the expertise and resources it provides its members.
  2. Develop proprietary branded data. Membership surveys focused on marketplace trends and issues and offering predictions for the near future are very attractive to the media and to the membership base. These survey can be co-branded with media partners or universities, or even member organizations as part of a sponsorship package. Insightful data can be utilized in multiple ways, such as media interviews, bylined articles, white papers, webinars, conferences, newsletters and videos. All of these activities reinforce brand value with current and potential members, board members and sponsors. They also help elected officials recognize the industry’s value in the marketplace.
  3. Build strategic alliances. Associations can magnify their insights and clout through strategic communications alliances with other organizations with strong brands, such as universities, companies, stock exchanges, media outlets and data providers. These alliances add credibility and can significantly boost distribution of your news, insights, brand name and value proposition.

These 3 steps “should be reinforced year-around with timely topical content,” says Haynes, with media pitches to key publications and submission of Association authored articles on relevant topics.

Put to the Test

Hired by a finance Association to boost annual conference attendance in the height of the Great Recession, BackBay Communications was tasked with elevating awareness, attracting attendance and sponsorship. Haynes and his team developed and executed an integrated marketing campaign including print and online advertising, direct mail, email, event marketing, affiliate marketing, website content, video and media relations.

The Conference regardless of the tough economic times, achieved the second highest attendance ever. In reflection, Haynes sees inclusion of his Firm’s 3 Communication Strategies are integral to success.

Communication Strategies Drive Growth

Developing unique differentiators, creating proprietary branded data to share with the media, and building strategic alliances are three strategies that move the member engagement and growth needle for associations. 

While Haynes doesn’t see his firm’s strategies as the solution to traffic congestion on New York’s legendary Long Island Expressway, he does agree that the right Communication Strategies drive membership, sponsorship and conference growth.

For a free copy of the “Accelerating Strategic Member Engagement” eBook, request your copy at www.potomaccore.com.

communication strategies drive growth

Changing Your Association Management Changes Your Culture

May 17, 2013

This is the ninth in a series on Association culture, its role, how it is shaped, and how it can be changed.

Changing Your Association Management Changes Your Culture

 As you likely know, the concept of “management as a system” is not commonly talked about even among experienced Association leaders and academics. However, if you understand that a process is a collection of activities that target a specific output, and that a system is a collection of processes that target a larger aggregated output, then buying the concept of a management system isn’t much of a leap.

Why does this matter?

association managementWhen we understand that management itself is in fact a collection of specific processes, it allows us to apply process thinking and tools to the work of management. So, like any other process, the management process can be understood, assessed, measured, and improved.

It took a long time for me to understand the connection between an Association’s  management system and its culture. In fact, I learn something new about that relationship almost every day as I interact with customers and discover things I had not seen.

What is clear is that as an Association moves from an informal management system to an intentional and effective one, such as the Now Management System®, the leaders start to actually gain control over their results. This happens because process improvement is all about transparency (seeing where things are breaking down), accountability (measuring results and making it clear who has the responsibility to fix problems), problem solving (ensuring that process owners know how to fix processes), and the elimination of fear (which creates the safety to risk taking action on the problems).

NOW Management System

While the Now Management System systematically creates clarity, it shifts culture by establishing clear norms of accountability, new routines for transparency, and standard disciplines for solving problems. Our system achieves its maximum return on investment by shifting culture at the heart of these dimensions.

Changing Your Association Management Changes Your Culture

Association Management

John M. Bernard, Founder & Chairman, Mass Ingenuity

Culture is all about patterns, roles, routines, language, and expected behaviors. A good management system addresses every one of those dimensions of organizational functioning. As an example, one of our clients recently held their Quarterly Target Review and reported improvement in 46% of their processes measures quarter over quarter.  This organization has dramatically shifted its culture to one of transparency, accountability, problem solving, and shared success.

All in all, I have never seen anything change culture as effectively and as positively as changing an Association’s management system.

Next week, the final post on this 10-part series on Association culture.

What Accelerates Association Cultural Change?

May 10, 2013

This is the seventh in a series on Association culture, its role, how it is shaped, and how it can be changed.

What Accelerates Association Cultural Change?

No single leadership factor is a more essential prerequisite to successful change than trust. Every new change raises the underlying question that Association leaders must answer which is “Why?” People who will be impacted by a given change, need and deserve to understand the answer to that question. If trust is not present, much time and energy will be lost trying to figure out the real reason for the cultural shift.

If a change at an Association is well reasoned, it shouldn’t be that hard to explain the why behind it. But the test that determines how quickly the change gets underway is whether or not people believe the answer is the whole truth and nothing but the truth.

The Association Staff Trust Challenge

Employees may have good reasons not to trust their leaders. The trust challenge you face may have little or nothing to do with you. It may be based upon past experiences either inside or outside your organization.

We humans are often skeptical, and life sometimes has a way of giving us good reason to be so. So, as a leader you have to talk straight. Then, we have to demonstrate the truth through our actions.

The Why Opportunity

Cultural ChangeEven if the reason for change is delicate, leaders who want their culture to change cannot ignore the reason for change. People will trust leaders who explain why the organization needs to get its costs down in order to stay competitive, or the fact that the budget is not growing as fast as the demand for services requiring cost control.

What Accelerates Association Cultural Change?

Our people need and deserve the truth, and in my experience they’ll support the change if they understand it is the right and/or necessary thing to do.

With the truth on the table, people will likely find the change is for the better. And if it’s better, acceptance will help it move faster.

Next week I’ll explore the question, “What does it take to create a culture that actively supports Association change?”

What’s Culture’s Affect on Association Change?

May 3, 2013

This is the sixth in a series on organizational culture, its role, how it is shaped, and how it can be changed.

 What’s Culture’s Affect on Association Change?

As a leader setting out to sponsor change, it is important to understand what that change will bump into in the Association’s culture. The more conscious the potential collisions are made, the more they can be avoided.

Professor Edgar Schein, a former MIT professor, identified 10 factors that transmit and embed culture. They are:

Formal statements of organizational philosophy (mission, values, imperatives, goals, etc.).

Design for physical spaces.

Deliberate role modeling, teaching, and coaching by leaders.

Explicit reward and status system, and promotion criteria.

Stories, legends, myths and parables about key people and events.

What leaders pay attention to, measure, and control.

Leader reactions to critical incidents or organizational crisis.

Organization design and structure.

Organizational systems and procedures (such as its management system).

Criteria used for recruitment, selection, and promotion.

Association Leaders

As a leader, this checklist is useful in assessing the gap between where the Association is, how it got there, and where it wants to go. By walking through these potential collisions, an Association leader can significantly improve the odds of success.What’s important in these assessments and subsequent communications about them is to not cast judgment on the past. The past just is what it is – we can never understand the motives of people nor fully appreciate the circumstance in which things happened. If we offer criticism we set a judgmental tone – even condemnation. That approach does nothing to increase the sense that the coming change will be safe to embrace and that related struggles will not be subject to the same criticism.

What’s culture’s affect on Association change?

Association ChangeAs we work with customers on the Now Management System® we directly and overtly address items 1, 3, 6, and 9. But we encourage, advise and support addressing every single item in order to ensure their culture change sticks and that it delivers the business results that led to the desired change in the first place.

What are the attributes that allow an Association to make changes quickly? I’ll share some thoughts on that next week.

 

 

Association Member Engagement Mountain

May 1, 2013

Association Member Engagement Mountain

 For Associations, one of the most important and critical challenges facing them is Member Engagement. CEO’s and Senior Managers agree, the more the company is engaged the better the chance of member renewal. However, weak member participation, sinking retention, falling conference attendance and sponsor revenues are symptoms of a bigger and potentially dangerous challenge.  The Association’s Member Engagement Strategy may require a deep dive by CEOs and the Management team.

It’s important that in this day and age that Associations not “leave well enough alone.” The Stay or Go Imperative could impact an Association’s financial health and well being. If membership is a distraction instead of ROI, Corporations vote with their feet and instead invest in a different solution.

Yes,  Corporations have smaller corporate staff, in some instances one executive may wear multiple hats. However, if this executive makes the dues decision, then a strategy or a change is  necessary.

Read the Tea Leaves

Companies look for the connection to business objectives as part of their membership evaluation process. If these connections don’t exist, it’s difficult for any Association to execute an effective strategy to engage members. Metrics are like tea leaves they both paint a picture and they tell a story.

If Associations observe that conference attendance is equal or less to prior years, educational meetings and fly-in attendance is significantly lower, and member retention is down for three consecutive years,  it is time for an intervention. The marketplace could also signal one or more of the following: 

  • Negative view of the culture and overall effectiveness of an Association.
  • The Association is perceived as not being as impactful in educational, policy or advocacy programs.
  • Other solutions including coalitions, conference providers or other Association programs deliver greater value.

Never Hit The Panic Button

Associations should embrace the challenge and convert the situation into a strategic opportunity. When diagnosing, member participation and revenue fall-off rebuild the path to engagement: one company at a time, obtain clarity on business and policy objectives, and understand what members really must achieve from participation achieve.

CEO’s can keep in mind that success and failure are never final, the road forward offers hope, and a more definitive path to member engagement.

Develop Data Driven Strategies

Associations need to build a data set to help them understand why participation and revenues have fallen.  However, it’s key to put heavier weight on relationships; in a complex world the human connection matters. One member at a time, collect the following information:

  • Is the Association perceived as staff or member driven?
  • Does participation help executives achieve company business objectives?
  • Why do executives participate in other Associations or Coalitions?
  • How important is networking?
  • Would Social Media engagement on platforms such as LinkedIn reflect an attractive alternative?
  • Are educational and or certification programs relevant to career advancement?

While Associations may develop additional or different questions, these open the door to constructive dialogue with disengaged members. Tally the responses, create internal task forces of senior managers and key staff, develop solutions and new strategies, assign performance metrics and then execute.

Association Member Engagement Mountain

For Association CEO’s who have or who are looking into the abyss, there is light at the end of the tunnel. An Association Executive confronting the worst dues loss in decades once reported record gains in member participation, advocacy effectiveness and revenue growth. Stepping back, building an Association wide member focus with data driven strategies proved to be a year long process worthy of the effort. Yes, the participation, retention and growth outcomes were record highs but the data really reflected stronger member connectivity.

Climbing the Member Engagement Mountain is vital and necessary for every Association. It can also be the determining strategy helping Associations achieve revenue growth.

member engagementFree eBook “Accelerating Strategic Member Engagement” is available for all Association Executives at www.potomaccore.com,www.icimo.com,and www.verticalleapconsulting.com.

 

Should Associations Revisit Sponsorship? Maybe.

April 29, 2013

Should Associations Revisit Sponsorship? Maybe

 Although U.S. reports 3% GDP growth in the first quarter, financial news out of Europe is not encouraging. Companies especially maintain a watchful and wary eye on expenditures. Some Associations report single digit revenue growth, others show no year over year increase. Yes, Associations are facing stiff headwinds as they aggressively secure existing revenue, and, work diligently to grow new revenue. Before the great Recession Sponsor Revenue was more reliable, but not anymore. It makes sense for CEO’s to revisit the strategy and definition of Sponsor programs.

Sponsors similar to members and prospects face smaller corporate budgets and immense pressure to deliver ROI.   However, there is one key factor Associations need to be mindful of; In hard times membership and sponsorship both are on the chopping block. There is a way to reposition and strengthen Associations to drive renewals and new members. The good news? There is an innovative way to reposition and grow Association Sponsor revenues too!

Strategic Review of Sponsor Programs

One Association Executive recently bemoaned, “Sponsor revenues aren’t nearly what they once were and we’re losing money.” Clearly a time to reassess the strategy and be prospective.

The three step Assessment model works as effectively for Sponsors as it does for renewals and new member recruitment:

Data Driven Strategies. What were sponsor revenues from 2006 through 2008?  What were sponsor revenues 2009 through 2011? Which companies participated pre recession and which no longer participate? What changed in the Company Sponsor evaluation process pre and post recession? What are the Sponsor’s business objectives post recession versus pre recession? Does your Association work with a C Level Executive or are you working with the Marketing Department?  What program or attendance dynamics at your Association events changed pre and post recession? What are your Association’s competitors doing differently now versus pre- recession?  Does your Association utilize post event Sponsor Surveys?  If so,  what are the takeaways? In meeting with CEO or C Level executives, what message do they convey?

Core Connections. All of the Data will inform Associations and uncover opportunities including the need to build allies in the C Suite of Sponsors as much as you do members and prospects.  In addition, Associations could realize that Sponsors are most interested in being partners and supporting an industry key to their business success.  This is the NEW Core Connection and requires a new strategy; instead of the Sponsor Program, Associations reposition to a Corporate Partner Program. This is a transition allowing these companies to fully partner with your Association.

Corporate Partner Engagement. As Corporate Partners, C Level executives will be able to interact on equal footing. Associations may consider creating a Corporate Partner Advisory Council and provide these investors a seat at the table.  If they perceive an ability to impact the direction of the Association and they perceive a welcoming community, the strategic transition is complete. Sponsors are a thing of the past, Corporate Partners achieve the same status as members, they are part of the fabric of the larger Community.

Should Associations Revisit Sponsorship?  Maybe.

It was an “ah ha” moment for one Association. Suffering considerable sponsor revenue losses, the staff engaged Sponsors directly. What was learned? The Sponsor wanted a strong industry but indicated that one of the first cuts is in the Sponsor area. Consequently it was the Sponsor who   helped the Association see a new path. This particular Association drives over $1 million annually in Corporate Partner Revenues.

In a booming economy Sponsor revenue was more reliable, but that is no longer the reality.  Uncertain times require a new look at how Association’s drive revenues. Although some argue that hard work is the best growth strategy, working smarter could hold the key to a brighter future.  In this instance, a strategic shift to a Corporate Partner program is the smarter strategy to grow and maintain an important Association revenue stream.

revisit sponsorshipFree eBook “Accelerating Strategic Member Engagement” is available for all Association Executives at www.potomaccore.com,www.icimo.com,and www.verticalleapconsulting.com.

 

What creates a willingness for Association culture change?

April 26, 2013

This is the fifth in a series on Association culture, its role, how it is shaped, and how it can be changed.

by John M. Bernard

What creates a willingness for Association culture change? So much has been written about change management. However, during my 30+ years doing this work I have discovered the primary lever to successful change, especially cultural change. Understanding that lever doesn’t mean Association culture change comes easily, but it does significantly increase the chance of success.

The primary lever to successful Association culture change is that the change makes sense to people.

In my experience, the reason our Association management system drives culture change is not mysterious.  In fact, the management system works because the underlying premise rings true in people’s heads and hearts.

What is is true about the Association management system are the following beliefs:

  • Every human being has gifts, interests, and passions
  • Every employee wants to be in service to some effort or cause bigger than themselves
  • Leaders must respect what people have to offer and effectively put it to work to create winning organizations

This set of beliefs — in the value of each and every human being — is what breathes energy and excitement into the Associations that choose to work with us.

Change They Believe In

Association CultureAs you look at Association culture change, understanding that people will embrace change they believe in, establishes the test for the success of any change effort.

Once people understand that their Association leaders authentically share in beliefs such as those mentioned above — and genuinely want to bring them to life — they cannot help but respond supportively.

Change is never easy, but it is much easier when it is good and when it is right.

What creates a willingness for Association culture change?

I’ll close with one thought, one that has become very clear to me as Mass Ingenuity grows. We as a company have to be diligent about preserving our foundational beliefs in the inherent good of people. As we grow, this is sacred ground for us, ground which we must protect because it is the foundation of our success.

Next week I’ll share some thinking on the ways on organization’s culture can hamper change.

Association Assessments: Critical for New CEO

April 24, 2013

 Association Assessments: Critical for New CEO

 On their first day, new Association CEO’s realize they are months away from making final decisions or presenting recommendations to their Board of Directors. Most of what they need to get their arms around is identified in a thorough Association wide assessment. It’s a challenging and critical task.  Done well, the new Leader can establish firm footing with their stakeholders, and launch their Association on a path of satisfaction and unheralded revenue and membership growth.

CEO’s who worked through this experience understand this process can be either a game maker or a game breaker. There is ample evidence supporting the connection between record performance and a well executed Assessment process.

Know What You Don’t Know

In any transition the Board of Directors expects a complete review of the Association. Consequently the new CEO should be prepared to aggressively pursue a thorough Assessment as much as they did their job. Some call the process ripping the bark off the tree while others view this initiative as peeling back the layers of an onion.

Utilizing the three step process, Data Driven Strategies, Core Connections and Member Engagement process, new CEO’s can inventory key gaps and include these and recommendations in a board presentation. It’s important to engage the staff team as much as possible throughout the process. Transitions by nature are disruptive; involving staff does help maintain good morale.

1. Data Driven Strategies – Measure the actual impact the association has in real time, and take extra steps to obtain business intelligence. Soon enough it will help align the association’s strategies to member’s “pain point” issues.

Action Steps:  Confirm veracity of the Association’s financial standing including cash flow and cash balances. Confer with the Auditors, review at least three years’ worth of audits. Conduct a market competitiveness assessment, define member pain points, review existing contracts, and confirm there are no pending or threatened or legal action against the Association. Become familiar with governance issues as quickly as possible.

2. Core Connections – Determine to what extent the Association is positioned to help member companies achieve their business objectives.

Action Steps: Review staffing structure, annual budget, advocacy agenda, products and services, website, social media strategy, position descriptions and performance objectives. These all must mirror “pain point” issues, those that don’t can be included in a board action plan.

3. Member Engagement –  A new CEO must identify whether or not member company executives view participation as impactful. Why? Securing the member revenue base is critical, steps must be taken to understand if members feel engaged with their Association.

Action Steps:  Review participation data at all programs and conferences from all member companies.  Large Trade Associations should assess participation from their largest dues paying members. The data may reveal significant gaps that must be addressed.

Association Assessments: Critical for New CEO

With a completed Assessment, new CEO’s are prepared to share recommendations with their Board of Directors for feedback and approval. Board leaders appreciate the candor. A forward looking vision that engages members, achieves member satisfaction, and delivers durable revenue growth is a win for the new Chief Executive.

While the temptation to take more immediate action is tempting, a thorough assessment will help new Executives build growth focused Association (see blog post http://bit.ly/17838wi). The process may take three to six months to complete, CEO’s will not regret time and effort  invested. It’s better to “identify the good, the bad and the ugly up front” says Paul T. Stalknecht, President and CEO, Air Conditioning Contractors of America (ACCA).

Commercial Real Estate Finance Council (CREFC) CEO Steve Renna completed an exhaustive assessment process. Experiencing double digit revenue growth and growing conference attendance confirms how important it is for a new CEO to learn as much as possible before moving forward(see blog post http://bit.ly/117oxC3).

New CEO’s please note: In an era of ongoing uncertainty, top to bottom assessments of can position you and your Association for revenue and membership growth.

association assessmentsFree eBook “Accelerating Strategic Member Engagement” is available for all Association Executives at www.potomaccore.com,www.icimo.com,and www.verticalleapconsulting.com.