Association Culture Change Is a Big Deal

Association Culture Change Is a Big Deal

 As my colleague Beth Doolittle puts it, “Culture is not what we say it is, it is what it is.”

Association Culture Change is a big deal

John M. Bernard, Culture of Innovation Author,
Chairman and Founder,
Mass Ingenuity

The Next Seven Weeks 

I intend to strip away the mystery of culture and share with you what it is, what creates it, and how to change it in order to meet organizational goals.

Culture Matters

Culture is the great invisible hand, and that hand determines much of what is possible for Associations to achieve. But because it is invisible, shaping it is one of the great challenges of leadership.

Culture is Central

Most Associations’ cultures restrain rather than accelerate change. Obviously that won’t work if your organization must move more quickly and effectively. So, as leaders we must understand what causes culture in order to create the culture we need to prosper.

Dr. Peter Drucker, often called the father of modern management, is credited with having said, “Culture eats strategy for lunch.” That is one of the great truths about organizations. Culture, not the leaders, determines what is accepted and what is rejected. Culture decides which people will be accepted and successful and which ones will leave. Culture determines which ideas get implemented and which get dumped. And, culture determines if corporate strategy will even be given a chance to succeed.

Association Culture Change Is a Big Deal

We live at a time when all Associations – are facing demands for change that go well beyond any time in the past. Culture is central to organizational change because it determines the direction and pace at which it will be accepted.

Association Culture is a big deal. Why?  Culture is a great lever of change and it’s mysterious. It’s mysterious because what moves it isn’t what you might think.

Next week, I will talk about the role culture plays in change.  I’ll also share the primary tool that shapes culture and, therefore, can reshape it.

 

Association Member Pain Points

member pain pointsAssociation Member Pain Points. Growth focused Associations utilize data as a foundation to deliver programs and services to members. While member survey outreach varies among Associations, what’s clear is how important this data is in helping organizations assess its uniqueness and relevance. The Technology Association of Georgia, www.tagonline.org, for example, surveys it’s members annually to reinforce their connection to member business objectives. This laser focus contributed to TAG’s strong revenue growth from $500,000 in 2004 to $3.4 million in 2012.

Decision Maker Study

Although data can reinforce the value being provided, it uncovers new pain points to deliver services and increased ROI.  According to Tino Mantella, TAG President and CEO, that annual outreach uncovered an important gap.

 

Unique and Relevant

Data provides actionable intelligence to Mantella and his team. Their expansive platform of interest groups reflect pain point concerns. The Association provides opportunities for members to engage and last year alone TAG held over 200 hundred such meetings.

 

Real engagement is about  bringing companies together and facilitating the dialogue leading to new solutions to shared “pain point” issues. Companies value and engage in those activities which they believe will positively impact a personal or company priority. TAG utilizes 32 different Societies to engage its members with significant success.Engagement Supports Pain Points

   

 In TAG’s example, the Association achieved revenue growth because of their transition to higher levels of member engagement combined with the usage of actionable data and pain point connections to satisfy Company needs.

Association Member Pain Points

Associations compete for fewer available corporate dollars. Those using data to determine actionable strategies to address and satisfy pain point issues will thrive. The Technology Association of Georgia is a solid example of using data to keep member needs front and center.

Core Pillars Drive Association Growth

Core Pillars Drive Association Growth.  For an Association to grow membership 600% in 8 years means data driven strategies, establishing core connections and member engagement are all part of the equation.  For the Technology Association of Georgia, www.tagonline.org, it starts with annual member research, a strong Board of Directors and it’s culture of always looking for something new to support its members. Arriving on the scene in 2004, CEO Tino Mantella brought his growth packed track record from the YMCA of Chicago and the National Arthritis Foundation. Leveraging vast growth experience and a potent Board of Directors, Mantella launched TAG on a consistent evolution of new programs and powerful ROI.

 

core pillars

Tino Mantella President &CEO Technology Association of Georgia Photo provided by Byte Graphics

Growth Foundation

Identifying Technology as Georgia’s growth engine became Mantella’s focal point. He pitched the state’s top Technology and Business leaders to serve on TAG’s Board. The overriding strategy was effective as the Board grew from just five executives to 65 today. The Board provides strategic direction and the staff develops and executes a plethora of activity.

 

 

 

  

Two Prong Focus to Achieve Growth

Although TAG is a not for profit Association, Mantella says “the more you can run like a business, the more you can impact the nonprofit world.” He engaged his board in a two pronged approach to involve companies and grow the Association.  Once successful, TAG would have the resources necessary to support Economic Development in the State of Georgia.

 

Alignment Delivers Growth

TAG’s Value proposition is clear. Members can influence policy, promote Georgia’s Technology Leadership, and engage in C Level roundtables. Throughout his tenure, Mantella utilizes data to track service delivery, member participation and growth. Behind the data is alignment of the Association’s Strategic plan, operating plan and employee performance objectives.

 

Core Pillars Drive Association Growth

Having grown to a staff size of 25 professionals, what’s clear is Tino Mantella and TAG are not done innovating and providing new platforms to help their members. The Association works passionately to remain relevant. In my next post, I’ll share how the Technology Association of Georgia utilizes Data to Connect to pain points and deliver consistent member value.

How does your Association keep current with member needs?

Much more on Association Revenue Growth at www.potomaccore.com/blog

Associations and Leading from Your Heart

Leading from your heart. Growing up we all learned that not everyone could lead. Everyone heard the reference  “Many are called but few are chosen” (Matthew 22:14). Time and again many are reminded leadership is special, it means helping people. Organizations including Associations, Community Groups or Political Parties are all important because they had a mission focusing on making things better. Serving in Leadership capacities as a CEO, or as an Elected Official, success was only possible when Leading from your Heart.

Selfless, Service and Success

For Association Executives facing considerable challenges, Leading from your Heart could be difficult. Maybe not. In today’s world a successful leader is defined as Triple S:

  1. Selfless –       Community satisfaction matters most.
  2. Service  –       To others is a priority
  3. Success –      Staff, Board and Members working in harmony to achieve mutual objectives.

 Why?

Why should an Association Executive be Leading from your Heart? In a real time world, market conditions change like days in the week. Triple S (Selfless, Service and Success) centers focus on people, mission and community. Working in harmony means new products are identified to satisfy the community. When obstacles arise (and they will and do) everyone joins forces to overcome difficulties and achieve objectives.

Really?

A number of successful Association CEO’s use the Triple S approach. Working in a Community they achieved strong outcomes:

1. Grew membership and revenue in international markets.

3. Using Technology to make greatest weakness the greatest strength and growing revenue.

4. Aligning an underperforming organization to deliver stronger value to members and growing revenues.

In each situation CEO’s utilized the Triple S Leading from Your Heart approach. Revenues grew not because of slick sales campaigns, it was because the Associations were Communities going in one direction.

Associations and Leading from your Heart

Late one night, having suffered an enormous personal tragedy, my Dad, Dr. Daniel J. Varroney, put aside his loss to help a family injured in an auto accident. Rather than go home, I watched him run back into the Hospital to help treat their injuries. Being selfless, serving others for the sake of community was a lesson he taught me many times over.

In today’s world the Triple S Leading from your Heart could be what the Doctor recommends most. Its worked for me as it has for others.

Innovation Author Helps Associations

 

Culture of Innovation Author

John M. Bernard, Innovation Author,
Chairman and Founder,
Mass Ingenuity

Innovation Author. John M. Bernard, Chairman and  Founder, Mass Ingenuity, www.massingenuity.com will serve as a Contributor on the Potomac Core Consulting Blog. Bernard is also the Author of Business at the Speed of Now. He is also an experienced executive (CEO, SVP Operational Excellence, Founder, Chairman), consultant, speaker and outspoken advocate for the elimination of fear.

Culture Drives Revenue Growth

For the next seven weeks, Bernard will provide key insights for Associations that are looking to innovate as they better engage their staff and provide value for members. The posts will appear every Thursday and include the following critical topics:

  • What does it take to create a Culture that Actively Supports Change? 
  • What Accelerates Cultural Change?
  • What’s culture’s affect on Organizational Change?
  • Can a Culture Change Quickly?
  • Why Leaders Should Worry About Their Culture?
  • What Changes Culture?
  • The Mysterious Lever of Success

Innovation Author helps Associations

Bernard recently appeared in a post sharing 3 Steps to Culture of Innovation http://bit.ly/12SvufM.

How does your Association navigate culture and drive innovation?  Let’s share ideas.

Association Growth and Retention

Association Growth and Retention.  What’s the most effective road to consistent dues growth? Member Retention. Why? Because member retention reflects the best barometer of value received, member engagement and an Association’s relevance. The most satisfied or dissatisfied members don’t hesitate to share their ROI or their dissatisfaction when they speak with other members, prospective members or competitors. If an Association wonders where the biggest impediment to growth lies, it is Retention.

Beware of The Billboard Effect

In the real time world, both good and bad news travel fast. One bad member experience can be posted and spread like a wildfire of bad news. An Associations’ threat is real and CEO’s should  factor this reality in their member engagement strategies. Many are implementing Association wide strategies to involve all staff in member engagement and participation.

It’s not all bad news, The Billboard Effect works with satisfied members too. Satisfied members are happy to convey positive news as well.  In one Association, satisfied members scheduled meetings with prospective members (who later joined), and in another Association satisfied Board Members agreed to recruit new Directors based on their positive experience.

Growth and Retention Multiplier

Make no mistake, Retention is a growth multiplier. Some Associations re calibrated their membership strategies and rightly so. The better the retention performance then the better the cash flow and year end net growth performance.

Secret Formula, Use it Today

1. First Year Renewal for New Members, Add $20,000 to Year End Growth

Example ,$100,000 first year renewals, improve retention from 70% to 90%.

2. Member renewals, add $200,000 to Year End Growth

Example, $1 million renewals, improve retention from 70% to 90%

Best Practices

One Association achieved two consecutive $1 million plus net revenue gains, another improved cash flow by several hundred thousand dollars. CFO’s will appreciate this approach. This is a more balanced and less expensive approach to revenue growth.

Association Growth and Retention

 Link growth and retention and Associations potentially multiply year end growth while they avoid the downside of the Billboard Effect.

Much more on Association Revenue Growth at www.potomaccore.com/blog

Innovation Drives Double Digit Association Growth

innovationInnovation and ROI Drives Double Digit Association Growth.  Revenue growth is challenging in any environment. Regardless, constant innovation helped Gregory Casey, President and CEO,  BIPAC  http://www.bipac.net/(Business and Industry Political Action Committee) achieve double digit revenue growth and membership growth over the past decade.

Changed the Game

BIPAC delivers grass roots tools to help Corporations and Associations reach public policy goals. However, it is Casey’s persistent focus on maintaining the organization’s relevance with high impact tools that served as a game changer. Testing new technology platforms and always challenging his team to keep looking around the corner reflect the centerpiece of BIPAC’s culture.

Pain Points and Core Connections

BIPAC maintains a crisp focus on how members achieve their business objectives. It’s programs and services connects to and drive business outcomes through grass roots advocacy. The Rule of Thumb applies to BIPAC’s success; the greater the connection to “pain point” issues, the greater the degree of revenue growth.

Utilizing its programs (Prosperity Fund, Prosperity Project, PAC Resources and Political Analysis among others) BIPAC delivers actionable resources to inform and activate employees on priority public policy issues. Through its state deployment partners, BIPAC boasts its “50 State” grass roots capacity for Companies and Association who participate.

 

Silicon Valley Innovation Culture

Founded in 1963 as the nations’ first business bipartisan and independent political action committee, BIPAC continually evolves.  The organization invests and reinvests in new technologies to help Companies and Associations with customized technology solutions to accelerate grass roots policy impact with Congress.

Challenges and Opportunities

Not unlike any other Association or organization, BIPAC too has its share of market impediments. Making complex economic issues relevant to employees can be at times a substantial challenge says Casey. However, by leveraging technology as its most potent asset, they deliver results.

 

Innovation Drives Double Digit Association Growth

If necessity is the mother of invention, BIPAC is a good example of how innovation can be the mother of double digit growth.

How does your Association apply innovation to deliver new products and services to its members?

Much more on Association Revenue Growth at www.potomaccore.com/blog

Driving Association Revenue Growth

Driving Association Revenue Growth. Board Participation is key.Company Executives are busy and in a number of cases expect Association staff to deliver revenue. Yet, there are examples where Board Members are very helpful in driving revenue. In certain situations, Boards help retain and recruit members and sponsors and the results are impressive. Could the paradigm change at your Association? Yes and it requires a strategic change in how your Association works with its Directors.

Four Steps to Board Participation 

First: Engage and Energize Board Members. Recruit Board members to participate on Pain Point issues (see March 4 2013 post: Know Pain Points to Drive Revenue Growth).  Executives will participate on Association Boards in order to engage on policy affecting their business objectives. Once they see ROI, it’s time for another conversation.

Second: Confirm that involvement adds ROI.  Share upcoming advocacy strategies, seek feedback and buy in.

Third: Seek help to expand the Association’s advocacy capacity on Pain Points. Be prepared, be specific and make it easy for them to help. For example, request introductions, phone calls, e mails, letters (Association provides) to priority retention, new member or sponsor companies.

Fourth: Acknowledge the Board members’ help to drive revenue.  Recognize help at their board and executive committee meetings. This shows sincere appreciation and it will motivate other Board Members to help.

Board Engagement

Associations should view this change as a multiyear effort. Every Board relationship is critical and consequently each is built one at a time.

Driving Association Revenue Growth

One Association utilized this approach to recruit a high percentage of its Directors. The same Board Members once they participated in Pain Point issues, helped drive back to back above 90% retention and $1 million + net revenue gains. Another Association built on new sponsor offerings and significantly increased revenues.

How has your Association worked with Board members to secure their help in driving revenue? 

Much more on Association Revenue Growth at www.potomaccore.com/blog

Social Media Connects an Association’s Global Community

Social Media Connects an Association’s Global Community. Many Associations embrace Social Media in order to reach and effectively engage members. Those CEO’s incorporating social media with their overall engagement and incorporating business objectives achieve greater ROI. Through the Strategic Planning Process, the National Investor Relations Institute (NIRI) www.niri.org, identified Social Media as an integral part of their strategy to build and reinforce its growing community of global Investor Relations Executives.

Engage Members at Their Desks

Steve Lane, President , Vertical Leap Consulting www.verticalleapconsulting.com notes “Real member engagement is all about “we”; bringing members together and facilitating the dialogue that leads to new solutions to their shared “pain point” issues”In a hyper paced world, a cyber community focus makes it easier to engage members to participate, share information and derive value from their member investment. Jeffrey D. Morgan, President and CEO reports that Social Media is a key element of his organization’s member engagement strategy.

Community Connection

As NIRI’s global membership expands, the Association looks to connect its members with one another and keep the conversation going. Morgan notes that a larger share of share of its membership growth is outside the United States making Social Media an important member resource.

Increasing Investment Expand Capacity and Capability

At a time when Association  memberships are more closely evaluated, member engagement and participation are increasingly important for Associations like NIRI. Vertical Leap Consulting’s Lane adds  “The principles of engagement are simple yet powerful:

  • As the perceived ability to impact outcomes increases,
  • Behaviors change from being a recipient of information to increasingly higher levels of contribution, and
  • Connectedness to the Association increases”

For NIRI and CEO Morgan Social Media is driving member engagement and so much so the Association is increasing its investment.

As NIRI’s member engagement accelerates so has the Association’s retention and new member growth.

How does Social Media Connect your Association’s community? 

Much more on Association Revenue Growth at  www.potomaccore.com/blog

Core Strategies Drives Association’s New Revenue Growth

Core Strategies Drives Association’s New Revenue Growth

 Despite increasing competition, political turmoil in Washington, DC, and a slow growth economy Jeffrey D. Morgan, President and CEO, NIRI www.niri.org (National Institute of Investor Relations) reports impressive membership and revenue growth. He points to a “strong Board partnership, measureable member data, core strategies and strong execution” as essential ingredients to his Associations growth.

Listen, Learn and Deliver

Working through two strategic plans in five years, NIRI identified where the Investor Relations profession was heading and, determined what his Association needed to do in order to adapt and provide core value to their members. Collaborating with his Board, members and staff, Morgan utilized the planning process to 1) Develop actionable data defining the membership’s  business needs (pain points), and 2) Developed core strategies with NIRI’s members with high impact products to satisfy member business needs.

 

Game Changing Value for Members

Companies, stay or leave membership based on the obvious connections between their needs and an Association’s products and services.  In NIRI’s case, member data and establishing core strategies identified business needs which paved the way for new products. According to Morgan “these became a game changer for NIRI.”

 

Uniqueness to Enhance Competitive Position

As competition for Association dues increase, retention and core member value are critical to satisfaction and revenue growth. NIRI seized upon one new approach to reinforce its uniqueness to members and prospects.

 

Core Strategies Drives Association’s New Revenue Growth

Morgan’s strong 17% non U.S. membership growth performance (over three years) confirms the rule of thumb for Associations. The fewer connections to member’s “pain point” issues, the weaker the retention and member revenue growth performance. Morgan and NIRI gathered data, addressed member needs and achieved strong retention and growth performance.

core strategies

 

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