{"id":4777,"date":"2015-08-24T08:22:48","date_gmt":"2015-08-24T12:22:48","guid":{"rendered":"http:\/\/www.naylor.com\/associationadviser\/?p=4777"},"modified":"2018-03-27T20:02:05","modified_gmt":"2018-03-27T20:02:05","slug":"keys-to-being-a-better-leader","status":"publish","type":"post","link":"https:\/\/www.naylor.com\/associationadviser\/keys-to-being-a-better-leader\/","title":{"rendered":"Keys to Being a Better Leader"},"content":{"rendered":"

Think small, take lots of breaks, practice judo flips and watch lots of MacGyver re-reruns<\/em><\/h4>\n

To paraphrase the great Albert Einstein, \u201cYou can’t solve new problems with the same thinking that created them.\u201d\u00a0But that can be tough at not-for-profit organizations in which collaboration, board approval and meritocracy tends to be valued over command-and-control management.<\/p>\n

Whether you\u2019re at the helm of a single staff organization or heading a department in a 500-person association, one thing\u2019s for sure, we\u2019re all trying to do more with less. Most would say the economy and job market have rebounded from the financial crisis of a half decade ago, but experts say association membership and revenue growth is growing in the low single digits and there\u2019s more competition than ever for the attention of industry up-and-comers.<\/p>\n

\"Tweetables\"<\/p>\n

 <\/p>\n

Ask yourself, \u201cWhat do we do better than anyone else and who needs this the most?\u201d\u00a0\"RealLilTweetables\"<\/a><\/p>\n

Members often have the best ideas. Don\u2019t try to guess their needs. Go out and talk to them.\u00a0\"RealLilTweetables\"<\/a><\/p>\n

High-performing associations realize they\u2019re in the \u201cneeds-filling\u201d business.\u00a0\"RealLilTweetables\"<\/a><\/p>\n

Does your organization have a \u201cBusiness Artist\u201d or \u201cChief Disruptor\u201d on staff?\u00a0\"RealLilTweetables\"<\/a><\/p>\n

Get new people into your organization as quickly as possible who think completely differently than you do.\u00a0\"RealLilTweetables\"<\/a><\/p><\/blockquote>\n

As our annual association communication benchmarking study<\/a> revealed, more than two in five association leaders (41.7 percent) feel their organizations are understaffed overall, and nearly 44 percent feel their publishing, content and social media teams are understaffed.<\/p>\n

\"To<\/p>\n

Think small and scrappy<\/strong><\/h2>\n

But, instead of crying the budget blues, experts say this could be a great opportunity to reinvent your organization, or at least dramatically re-think the way you\u2019re doing business.<\/p>\n

At last week\u2019s well-attended ASAE annual conference<\/a> in Detroit, opening keynote speaker Josh Linkner<\/a><\/strong> said there are advantages to thinking small and being scrappy. Great leaders and innovators like to \u201cMacGyver\u201d their problems, he said. They find unorthodox solutions to problems by using limited resources at hand, in reference to the popular 1980s TV detective who escaped one jam after another using nothing more than his trusted Swiss Army knife. Further, Linkner said regardless of your organization\u2019s size, you should \u201cenvision\u201d how a scrappy startup organization would solve a membership, advocacy or product\/service challenge you\u2019re having.
\n<\/strong><\/p>\n

5 obsessions of great innovators and leaders<\/strong><\/h2>\n

Linkner, a successful entrepreneur and lifelong Detroit native who founded four technology companies that sold for a combined $200 million, identified five obsessions of great innovators while researching his books and venture capital investments:
\n
\n1. Scrappiness.<\/strong><\/p>\n

\"Louis
Comedian Louis C.K.<\/em><\/figcaption><\/figure>\n

2. Insatiable curiosity.<\/strong> \u201cThe more obsessive you are, the more creative you become,\u201d said Linkner, who recommends asking why \u2014 not once, but five consecutive times \u2014 when pondering a difficult problem. It\u2019s a process that mimics the mind of a child, he said, but has been adopted by global leaders like Toyota.
\n
\n3. Crave what\u2019s next. <\/strong>Even for associations and industries that are healthy and not facing disruption, Linkner said, \u201cThe best of the best are always focused on reinventing.\u201d He pointed to legendary Duke University basketball coach, Mike Krzyzewki, whose players shout \u201cnext play\u201d after every basket so they can \u201cshed the past\u201d and avoid complacency. He also pointed to what LinkedIn did the day after it became a public company. Management gave employees 8,000 black t-shirts that simply said, \u201cNext Play!\u201d Linkner also saluted irreverent comedian Louis CK who throws out all his material every year, no matter how funny, and starts fresh.<\/p>\n

4. Defy tradition.<\/strong> For associations, Linkner said traditions can be a strong barrier to innovation, but not an insurmountable one. One way to break through is to do a \u201cjudo flip\u201d by trying the opposite of tradition or experience would suggest. He pointed to the Uber ride hailing service, or the hilarious paint jobs that South Africa\u2019s Kulula Airlines features on its planes.<\/p>\n

\"Kulula<\/p>\n

5. Push the boundaries<\/strong>. True innovation and disruption requires more than just incremental change, said Linkner, it requires a 10-fold improvement in revenue, cost, efficiency or market size. Innovation is especially poignant for associations, said Linkner, since it helps them reinvigorate themselves <\/span>and<\/em><\/strong> the industries they serve. That in turn can bring big dividends back to the association.\u00a0<\/span><\/p>\n

Susan Neely,<\/strong> head of the American Beverage Association<\/a> and outgoing chair of ASAE Foundation, said proudly,\u201cWe\u2019re entering the golden age of associations, in terms of attracting, training and retaining the next generation of leaders.\u201d<\/span><\/p>\n

But, Linker cautioned, \u201cNo matter how good things are going, we can\u2019t become intoxicated by our own success.\u201d As proof, Linkner rattled off a series of once-proud brands that failed to adapt to changing times\u2014Blockbuster Video, Palm, and Sears, among others.<\/p>\n

Two key questions to ask<\/h2>\n

According to Beth Bush<\/strong>, marketing director for the American Association for the Advancement of Science<\/a>, \u201cAssociations are atop the life cycle curve, and soon to be on the declining side unless major changes are made.\u201d Annual growth is in the low single digits and ROI is decreasing, she added. Associations face competition from more associations than other, plus the Internet, social media and third party providers of professional development. \u201cWe need for our business model to change or we won’t be in business much longer,\u201d Bush added.<\/p>\n

One technique that Bush and her team uses before tackling a problem or introducing a new product or service is to ask two questions:<\/p>\n

1. What do we do better than anyone else?
\n2. Who needs this the most?
\n<\/strong><\/p>\n

In an exclusive interview with Association Adviser<\/em>, Abe Eshkenazi, CEO of APICS<\/a>, the premier\u00a0professional association for supply chain and operations management, and incoming chair of the ASAE Foundation, said many associations are not afraid of innovating. Unfortunately, they think it\u2019s a one-time process so they book an off-site retreat or squirrel themselves away in a conference room.<\/p>\n

\u201cA lot of people say \u2018Let\u2019s get a bunch of smart people in a room and start to innovate,\u2019\u201d shared Eshkenazi. \u201cIt doesn\u2019t happen like that here. It’s more organic. We\u2019re always looking for ways to engage with members. They often have the best ideas. We look to fill needs and the only way to do that is get out and talk to members. You rarely see us sitting in a room and asking, \u2018What do members need?\u2019 Go work with the members and find out what their work life is like and the pain points they\u2019re feeling. Identify how you can be more responsive to their needs.\u201d<\/p>\n

\u201cUltimately we\u2019re in the \u2019needs filling business,\u2019\u201d added Eshkenazi, \u201cAnd we stay relevant when they see us as a career-long resource for them.\u201d<\/p>\n

Tim Mason, <\/strong>chief marketing officer for the IT security professionals association ISACA<\/a>, said, \u201cPeople don\u2019t buy what you do; they buy why you do it.\u201d Mason doesn\u2019t think millennials and subsequent generations will put up with membership dues very long. But, they will join and promote your organization if it provides them with value and a unique experience that they can\u2019t find elsewhere. One of the best ways to do that? \u201cGet new people into your organization as quickly as possible who think completely differently than you do,\u201d advised Mason.<\/p>\n

2015 Key Award Winner, Paul Pomerantz,<\/strong> of the American Society of Anesthesiologists<\/a>, said, \u201cOur jobs are not to manage, but to create an environment where people can thrive and flourish. Our jobs are to create, manage and sustain change.\u201d<\/p>\n

Jeffrey Hurt<\/strong>, executive vice president of consulting firm Velvet Chainsaw<\/a>, said you need to take frequent breaks from a problem if you\u2019re really going to solve it. \u201cWalk away every 40 minutes or so, the brain need time to process and re-set,\u201d Hurt advised.<\/p>\n

Conclusion<\/h2>\n

Even Google, one of the great disruptors of our time, reorganized and renamed itself this month seemingly at the height of its power. As late Motown-legend Michael Jackson famously sang, \u201cIt\u2019s as easy as ABC<\/a>.\u201d<\/p>\n

<\/div>
\"\"<\/div>

About The Author<\/h3>\n\t\t\tHank Berkowitz<\/a> is the moderator-in-chief of Association Adviser eNews<\/em>.\n\t\t\t<\/div><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"

To paraphrase the great Albert Einstein, \u201cYou can’t solve new problems with the same thinking that created them.\u201d But that can be tough at not-for-profit organizations in which collaboration, board approval and meritocracy tends to be valued over command-and-control management.<\/p>\n","protected":false},"author":24,"featured_media":31,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[31,87],"tags":[830,831,570,832,833,834,835,836,837,121,838,531,839,823],"class_list":["post-4777","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-features","category-association-leadership","tag-abe-eshkenazi","tag-american-association-for-the-advancement-of-science","tag-american-beverage-association","tag-american-society-of-anesthesiologists","tag-apics","tag-beth-bush","tag-isaca","tag-jeffrey-hurt","tag-leaders","tag-leadership-2","tag-paul-pomerantz","tag-susan-neely","tag-tim-mason","tag-velvet-chainsaw"],"acf":[],"yoast_head":"\nKeys to Being a Better Leader - 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