{"id":2053,"date":"2013-10-07T12:20:02","date_gmt":"2013-10-07T16:20:02","guid":{"rendered":"http:\/\/www.naylor.com\/associationadviser\/?p=2053"},"modified":"2013-10-07T12:20:02","modified_gmt":"2013-10-07T16:20:02","slug":"from-the-corner-office-roundtable-on-the-future","status":"publish","type":"post","link":"https:\/\/www.naylor.com\/associationadviser\/from-the-corner-office-roundtable-on-the-future\/","title":{"rendered":"From the Corner Office: Roundtable on the Future"},"content":{"rendered":"<p>Association luminaries share their take on leadership, innovation, data-driven decisions and embracing change.<\/p>\n<p><img decoding=\"async\" title=\"\" alt=\"\" src=\"http:\/\/www.naylornetwork.com\/NAY-ADVISER\/assets\/takeaways.png\" \/><\/p>\n<table style=\"border-collapse: collapse; width: 95%; margin: 5px; border: 1px solid black; background-color: #dcdcdc;\" width=\"\" cellspacing=\"3\" cellpadding=\"3\" align=\"center\">\n<tbody>\n<tr>\n<td style=\"border: 1px solid black;\">\n<ul>\n<li>Group-think doesn\u2019t work, especially with volunteers and committees trying to come to consensus all the time.<\/li>\n<\/ul>\n<ul>\n<li>Specific skill sets are not as important as overall leadership qualities, such as deep understanding of the industry and a bold vision for the organization.<\/li>\n<\/ul>\n<ul>\n<li>Great leaders have the ability to balance intuition and hard data to make important decisions.<\/li>\n<\/ul>\n<ul>\n<li>Great association leaders don\u2019t necessarily have direct industry experience, but they tend to be great listeners and collaborators.<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p><span style=\"font-weight: bold;\">With the pace of change increasing at a seemingly exponential rate, how can associations keep pace with their members, for-profit competitors and the world at large?<\/span><\/p>\n<p><span style=\"font-weight: bold;\"><img decoding=\"async\" style=\"margin-bottom: 5px; margin-right: 10px;\" title=\"\" alt=\"\" src=\"http:\/\/www.naylornetwork.com\/NAY-ADVISER\/assets\/gregmelia%20asae.jpg\" width=\"100\" align=\"left\" \/>Greg Melia, chief membership and volunteer relations officer, <a href=\"http:\/\/www.asaecenter.org\" target=\"_blank\">ASAE<\/a><\/span><span style=\"font-weight: bold;\">: <\/span>&#8220;Understand your market and create a business model that works for you and works for them.&#8221;<\/p>\n<p><span style=\"font-weight: bold;\"><img decoding=\"async\" style=\"margin-top: 5px; margin-bottom: 5px; margin-left: 10px;\" title=\"\" alt=\"\" src=\"http:\/\/www.naylornetwork.com\/NAY-ADVISER\/assets\/greggbalko,%20sampe1.jpg\" width=\"100\" height=\"144\" align=\"right\" \/>Greg Balko CEO, <a href=\"http:\/\/www.sampe.org\" target=\"_blank\">Society for the Advancement of Material and Process Engineers (SAMPE)<\/a><\/span><span style=\"font-weight: bold;\">: <\/span>&#8220;Change is tough, but you can\u2019t be afraid. If you hear of a trend that\u2019s starting, you\u2019ve got to go to meetings, talk to people and learn from other market segments. See if [that trend] fits with your organization and run it by your stakeholders. It takes a lot of work and you can lose your job over it, but as a leader, you\u2019re obligated to lead with it at your organization.&#8221;<\/p>\n<p><span style=\"font-weight: bold;\"><img decoding=\"async\" style=\"margin-top: 5px; margin-bottom: 5px; margin-right: 10px;\" title=\"\" alt=\"\" src=\"http:\/\/www.naylornetwork.com\/NAY-ADVISER\/assets\/russlemieux%20kellen%20company1.jpg\" width=\"100\" height=\"144\" align=\"left\" \/>Russ Lemieux,<\/span><span style=\"font-weight: bold;\"> group vice president, <a href=\"http:\/\/www.kellencompany.com\" target=\"_blank\">Kellen Company<\/a>:<\/span>&#8220;Organizations must stay relevant for members. That means staying on top of their environment, staying on top of changes in the industry you\u2019re representing&#8221; and staying on top of changes in the profession. &#8220;[Member] needs are evolving. If [member\/stakeholder] needs are changing, then the association needs to adapt. The strategic plan is the perfect tool for doing this.&#8221; It\u2019s all about &#8220;getting together on a regular basis, scanning the environment and gut-checking your mission with your strategic objectives and purposes.&#8221;<\/p>\n<p><span style=\"font-weight: bold;\"><img decoding=\"async\" style=\"margin-top: 5px; margin-bottom: 5px; margin-left: 10px;\" title=\"\" alt=\"\" src=\"http:\/\/www.naylornetwork.com\/NAY-ADVISER\/assets\/michael%20hoehn%20cmi.jpg\" align=\"right\" \/>Michael Hoehn, <\/span><span style=\"font-weight: bold;\">EVP, <a href=\"http:\/\/www.cm-innovators.com\/\" target=\"_blank\">Consulting Management Innovators (CMI)<\/a><\/span><span style=\"font-weight: bold;\">:<\/span> &#8220;The average association leader has been around for a while. What they\u2019re concerned about is radically different from someone who wants to get [the industry] for the first time. When we shared that information with one of our client boards, the president said, &#8216;We\u2019re still worried about tweaking the fuel efficiency of the engine while the average member may be saying, how do I put the keys into the ignition?&#8217; That\u2019s why it\u2019s so important to get data.\u2019&#8221;<\/p>\n<p><span style=\"font-weight: bold;\"><img decoding=\"async\" style=\"margin-top: 5px; margin-bottom: 5px; margin-right: 10px;\" title=\"\" alt=\"\" src=\"http:\/\/www.naylornetwork.com\/NAY-ADVISER\/assets\/erica%20o'grady.jpg\" align=\"left\" \/>Erica O\u2019Grady, vice president of operations, <a href=\"http:\/\/www.cfma.org\" target=\"_blank\">Construction Financial Management Association (CFMA)<\/a><\/span>: &#8220;The first thing we do if considering a change is to look if it fits with our strategic plan. The plan is developed by our committee, but also with feedback from our certificate holders (i.e. members). We do formal surveys, but also get a lot of anecdotal feedback from members via face-to-face meetings. I attend a lot of trade shows and conferences and speak directly with members. That\u2019s where a lot of great ideas come from.&#8221;<\/p>\n<p><span style=\"font-weight: bold;\"><img decoding=\"async\" style=\"margin-top: 5px; margin-bottom: 5px; margin-left: 10px;\" title=\"\" alt=\"\" src=\"http:\/\/www.naylornetwork.com\/NAY-ADVISER\/assets\/elizabethengel.jpg\" align=\"right\" \/>Elizabeth Engel, CEO, <a href=\"http:\/\/www.getmespark.com\" target=\"_blank\">Spark Consulting<\/a>:<\/span> Group think doesn\u2019t work, especially with volunteers and committees trying to come to consensus all the time. The really innovative, slightly wild ideas just get chucked to the side because we feel we all have to agree. That limits innovation and also limits involvement.&#8221;<\/p>\n<p><span style=\"font-weight: bold;\">Everyone\u2019s stressing the importance of using deep data and analytics to help associations make decisions. Are we going too far to the number crunching side?<\/span><\/p>\n<p><span style=\"font-weight: bold;\"><img decoding=\"async\" style=\"margin-top: 5px; margin-bottom: 5px; margin-right: 10px;\" title=\"\" alt=\"\" src=\"http:\/\/www.naylornetwork.com\/NAY-ADVISER\/assets\/jimthompsonaenc.jpg\" align=\"left\" \/>Jim Thompson, executive director, <a href=\"http:\/\/www.aencnet.org\" target=\"_blank\">Association Executives of North Carolina (AENC)<\/a>: &#8220;<\/span><span style=\"font-size: 10pt;\">Data-driven organizations are much more successful than those run by gut instinct and intuition. For example, we&#8217;ve been doing a speaker showcase for 10 years at our annual conference. But member surveys showed it was one of our lowest valued products. We went back and asked members how upset they would be if we eliminated the [speaker showcase] and 65 percent said they would not be opposed.&#8221;<\/span><\/p>\n<p><span style=\"font-weight: bold;\">Melia<\/span><span style=\"font-weight: bold;\">: <\/span>&#8220;Data, data, data is the clarion call, but if you ask for it all at once you\u2019re not going to be successful. Look for innovative and creative ways that you can collect data along the way. For example, the net promoter question could be the one question you ask after your annual conference: &#8216;How likely are you to recommend this conference to a peer?&#8217; But take it a step further. Ask what you could do to score one point higher [on your net promoter score]. That way, you\u2019re letting members tell you [specific aspects] such as the food, the content, networking, etc. without having to ask them three different questions.&#8221;<\/p>\n<p><span style=\"font-weight: bold;\">So how do you balance data with your gut decisions?<\/span><\/p>\n<p><span style=\"font-weight: bold;\">Balko: <\/span>&#8220;That\u2019s a tough question, and you have to do a little bit of both. If an idea or concept intrigues you, that&#8217;s where the gut comes in. Then you try to find relevant data that will support it, or identify areas where you don\u2019t have data. That\u2019s when the balance between instinct and data comes into play. That\u2019s what identifies a leader.<\/p>\n<p><span style=\"font-weight: bold;\">Engel: <\/span>&#8220;We collect and collect and collect, but what do you do with it. That\u2019s a problem. There are two types of data. The first is operational data, and associations are pretty good at this (trend data, historical data &#8230; here\u2019s what our attendance was the last three years). Then there\u2019s analytical data\u2014the kind that helps you make decisions. That\u2019s tougher for associations. For instance, is now the time to start offering virtual attendance at our conferences? If so, what type of sessions? Who do we market to and how much should we share?&#8221;<\/p>\n<p>Balko said this scenario came into play when SAMPE was deciding how to rebrand its annual meeting after it learned a formidable European competitor was moving into its market. &#8220;Data is the key thing we use to make our decisions,&#8221; he said. &#8220;Some boards are very data driven, but ours is more accustomed to using their gut. This is new for them.&#8221;<\/p>\n<p>&#8220;We pulled some numbers, looked at where our growth has been, where our weaknesses and opportunities have been,&#8221; Balko reiterated. &#8220;We analyzed [competitors&#8217;] shows, and looked at where their strengths and weaknesses had been and shared the data with the board. We asked if they thought it was a viable threat to get them to buy into the reason and need for the change. Surprisingly for engineers who love to pore over data in their day jobs, this [decision] was based more on what-if conversations.&#8221;<\/p>\n<p><span style=\"font-weight: bold;\">It seems like a very exciting, but challenging time to be an association leader. What skills or attributes do today\u2019s association leaders tend to have?<\/span><\/p>\n<p><span style=\"font-weight: bold;\">Lemieux: <\/span>&#8220;Specific skill sets are not as important as overall leadership qualities and having a full understanding of the industry and a vision for the organization and where it needs to go. Also, [it\u2019s important to] be able to collaborate with the board and build consensus and a common vision. Leaders typically percolate to the top over time. Put them on a committee; give them a chair assignment and see how they do. Those with the real vision tend to become obvious. But sometimes it\u2019s not so obvious.&#8221;<\/p>\n<p><span style=\"font-weight: bold;\"><img decoding=\"async\" style=\"margin-top: 5px; margin-bottom: 5px; margin-right: 10px;\" title=\"\" alt=\"\" src=\"http:\/\/www.naylornetwork.com\/NAY-ADVISER\/assets\/briansummerscfma1.jpg\" align=\"left\" \/>Brian Summers, vice president of content management and education, <a href=\"http:\/\/www.cfma.org\" target=\"_blank\">(CFMA)<\/a>:<\/span>&#8220;I agree. We ask all of our employees if there is a skill set or interest that they have that we don\u2019t know about. Is there a talent we\u2019re not taking advantage of? We&#8217;ve gotten some people into important roles that we might not have otherwise [based on job description and resume].&#8221;<\/p>\n<p><span style=\"font-weight: bold;\"><img decoding=\"async\" style=\"margin-top: 5px; margin-bottom: 5px; margin-left: 10px;\" title=\"\" alt=\"\" src=\"http:\/\/www.naylornetwork.com\/NAY-ADVISER\/assets\/johnbellboxwoodtechnology1.jpg\" width=\"100\" height=\"187\" align=\"right\" \/>John Bell, CEO, <a href=\"http:\/\/ww2.boxwoodtech.com\" target=\"_blank\">Boxwood Technology<\/a>: <\/span>&#8220;While there\u2019s no specific job description for an association innovator, you want to look for people who have embraced technology, who are willing to collaborate, think outside the box and are risk-takers. Those are key attributes for fostering innovation.&#8221;<\/p>\n<p><span style=\"font-weight: bold;\">Conclusion<\/span><\/p>\n<p>It seems that continuous change is the one constant in today\u2019s fast-changing association environment, and you need to adapt if you want to stay relevant. As SAMPE\u2019s Greg Balko noted, &#8220;Associations are notoriously slow to make changes,&#8221; he said. &#8220;That\u2019s fine if you don\u2019t mind not having a job five to 10 years from now. The reason we\u2019re going through all these changes is that we don\u2019t want to be road kill. We want to be part of the mainstream\u2014a viable source and resource for the community. If you don\u2019t do that, then you lose your appeal as a resource.&#8221;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Association luminaries share their take on leadership, innovation, data-driven decisions and embracing change.<\/p>\n","protected":false},"author":26,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[48,87],"tags":[255,256,257,258,227,259,260,261],"class_list":["post-2053","post","type-post","status-publish","format-standard","hentry","category-leaders-table","category-association-leadership","tag-elizabeth-engel","tag-erica-ogrady","tag-greg-balko","tag-greg-melia","tag-jim-thompson","tag-john-bell","tag-michael-hoehn","tag-russ-lemieux"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.1 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>From the Corner Office: Roundtable on the Future - Association Adviser<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.naylor.com\/associationadviser\/from-the-corner-office-roundtable-on-the-future\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"From the Corner Office: Roundtable on the Future - 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