What's Stronger by Association All About?

Stronger by Association has posted a few times now. And we're starting to get some heft to the blog. So what's this all about?

In August, AMR Management Services acquired Drake & Company. With the help of a number of contributors, including the ever more prolific Steve Drake (www.scdgroup.net), I was running a semi-regular blog up until the sale. We took a hiatus to focus on the transition, iron out branding issues and revamp the blog into a resource for and forum to engage association leaders, volunteers and members.

As an association management company, AMR works closely with board members, committee chairs and members. We strive to learn and understand the issues they face, not just from the association perspective, but as partners within their industry.

One important lesson we've learned is that an individual can't run an association alone. Volunteer leaders and members want and need information, training and resources to make their association run smoother and deliver greater value for the time members and leaders invest. Providing content to make individuals better association leaders and members is what Stronger by Association is about.

Going forward Stronger by Association will publish "how-to's" and tips on subjects like becoming a better board member, creating a more engaging organization, developing a sharper organizational focus, building leadership's financial acumen and producing outstanding content for your association that gets read by your industry. We may also sneak in some company announcements, achievements and events, but in an subtle, non-annoying way.

Stronger by Association is and will be a sample of the knowledge AMR has gathered through it's experience managing more than 20 associations and foundations. You can connect with us by subscribing via email or RSS. You can also follow us on Twitter (@StrongerbyAssn). AMR Management Services can be found on the web, Facebook, LinkedIn or Twitter, too.

And if you've got a question you'd like answered feel free to leave a comment or send an email to info@amrms.com.

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9 Ways to Become a Better Board Member Today

1. Educate yourself on both your industry and your association: Too many board members don’t even know all the programs and services their association offers.
   
2. Do your homework before meetings: Read the background materials, understand the issues to be discussed, and take part in online pre-meeting discussions. (Board leaders should also make certain they understand the decisions that need to be made. If you are to lead the dialogue in a decision-making process, you must be clear on what the board actually needs to decide on.)
   
3. Be an engaged listener: Don’t plan what you’re going to say while someone else is speaking. Actually listen to what people are saying. Ask questions so you understand all views.
   
4. Have an open mind: Don’t solidify your opinions before you hear the views of your peers. Be open to all possibilities, and don’t tune out what you don’t agree with.
   
5. Learn and use facilitation skills: Use open-ended questions, rephrasing, and other skills to help to draw out ideas. This is very important for all board members, but essential for board leaders. In fact, I believe facilitation is the most underrated board leadership skill of all. Leadership is not just about running the board meeting according to the agenda; it’s about promoting full and rich dialogue, encouraging all board members to contribute, and ensuring that you get the best out of the board as a team.
   
6. Respect the board’s time: No "me too's," or trying to restate what the last three people said, just to go on record as having said it. Don’t ask questions that could have been answered by reading the background materials. Don’t engage in side conversations or other disruptive behavior. (Board leaders, your role here is to set reasonable ground rules for dialogue that the whole board can agree to. Once the rules are established, any board member should feel comfortable speaking up when the board steps outside those parameters).
   
7. Respect board decisions and be a full participant: Don’t be silent during discussions and then share your real views later in the hallways; support all decisions of the board publicly.
   
8. Lead change and don’t resist it: Ask tough but non-confrontational questions. Seek out all voices, both supporters and detractors (this is a critical role for board leaders to play). Build relationships and trust across the organization. Help your board, staff, and membership to be ready for change in your industry and your association.
   
9. Challenge yourself and grow as a leader: Seek out professional development opportunities to further your leadership skills. Mentor new board members and prospective ones. Share your experiences and insights. Board leaders who are ambassadors for the experience of association leadership can ensure their associations have an ample pipeline of qualified, enthusiastic future leaders.

Ultimately, the choices are yours. What kind of board member do you want to be? What kind of relationships do you want to build? What kind of impact do you want to have? What kind of difference do you want to make?

Source: Jean S. Frankel, President of Ideas for Action, LLC, in Boca Raton, Florida. 
 jsfrankel@ideasforactionllc.com | http://ideasforactionllc.com/

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Satisfaction vs. Loyalty: Creating a Connection for Long-term Success

In marketing parlance, satisfied customers are good. Loyal customers are great. The difference is significant. Satisfied customers (members, if you want to use the association terminology) are content with the value of the product and don't view competitors -- yes, even in the association business we have competitors -- as a favorable substitute. But customers who are merely satisfied will jump if there is a substitute that is comparable in value and benefits.

I've worked with a company that held a significant technological advantage over its competitors, most of whom were three to five years behind in terms of research and development. Customers hated the brand with a passion, but continued to buy it because it performed better than any other competitor. The customers were satisfied with the outcome, but given an alternative that performed equally, they would have switched. They were not loyal.

Conversely, Apple is a great example of loyalty over satisfaction. PCs are a comparable substitute in terms of benefits -- as computers an Apple and PC can perform the same functions for most customers. Yet, loyal Apple customers will pay hundreds or thousands more for the brand and the benefits that come with it -- slick design, user cache and the buying experience.

As association leaders, staff and members, are we doing enough to encourage loyalty? Non-traditional membership communities, content creators and thought leaders such as MarketingProfs and Harvard Business Review are rapidly expanding and delivering an alternative to membership in a traditional associations.

Tips for Developing Loyalty 

1. Recognition: Recognize the support of long-time members. FourSquare and similar location-based social media services use badges and titles to identify loyal visitors. These could be applied to members who login to your online community, contribute comments or content, participate in events and conferences or volunteer on committees. 
2. Discounts: Whether its the punch card for a free sandwich or a frequent flyer program, those are loyalty programs that keep customers coming back. Is there value in offering something to the member who will always come to the annual conference, regardless of whether its in his or her backyard or in Anchorage, Alaska? Probably enough to give him or her free registration every five years or a 10 percent discount once in a while.
3. Customer Service: Loyal customers should get special treatment. I always think of the scene in Up in the Air when George Clooney calls American Airlines and the women who answers greets him by name. Although loyal members may not get a titanium black card and a personal 800 number, should  a loyal member get the executive director's cell phone number? 
4. Personalized Content: Tailoring content to more specific interests of members and eliminating content they don't want to see will help members feel they are not just a number. Segmentation and updating email lists is key for members to feel like staff and leadership understands what they need.
5. Outreach: Board members need to talk to members -- personal contact and relationships will encourage members to renew, participate and, in turn, be loyal. Staff's role should be to provide the resources to the board: lists, contact information and talking points; and ensure accountability, but the board should be discovering what's important to members and relaying issues to staff.

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What Race for Relevance Inadvertently Taught Me About Committees

Strong post from association executive Eric Lanke (on his own blog) about how committees can and should be used in a modern, progressive, professional association.

Eric Lanke: What Race for Relevance Inadvertently Taught Me About Committees: I've talked about Race for Relevance once before on this blog, the recent book by Harrison Coerver and Mary Byers calling for "Five Radical Changes in Associations."

5 Tips to Keep Boards Out of the Weeds

A question recently came across my desk: Does anyone have an example of a board agenda that helps steer the conversation towards strategy and away from operations?

Although some boards of directors operate successfully at 30,000 feet, others seem to buzz the control tower looking for clearance to land. Fortunately, good volunteer leaders and smart professional staff can get a board out of the weeds of operational discussion and into high altitude quickly by creating not just an agenda, but a culture of strategic intent. Here are a few tips:

1. Job Descriptions: You wouldn't take a job in your professional life without a job description - why take one in your volunteer life? Write job descriptions for standing board positions and committee chairs. They don't have to be long, but they need to include roles and responsibilities, frequency of meetings and anticipated time commitment. Review the job description and expectations with potential board nominees and use it as a template for interviewing candidates. Make it part of their responsibilities to revise the job description as they exit the position.
2. Orientation: Once elected, put all board members through an orientation, new and current. Reinforce expectations about attendance, participation, roles, responsibilities and emphasize accountability. The board president and staff have the opportunity to set a tone and define what's important for the board to accomplish.
3. Agenda: Use a strategically focused agenda. I've often used an agenda that is broken down by facets of my association's strategic plan, rather than a traditional, old business, new business, discussion, etc. agenda. This keeps board members focused on the mission of the organization and out of decisions on the color of the conference T-shirt. Moreover, allot time for each segment of the agenda. People will find a way to fill or conclude a discussion within the time allowed.
4. Purpose: Define the main thrust of your meetings and the desired outcomes. Whether it's a conference call or a face-to-face board meeting, give directors and officers a reason for getting together.
5. Committees/Task Forces: Put the detail work into committees. Your treasurer doesn't need 15 different opinions on the budget. Allow him or her to create a three to five person finance committee with responsibility for establishing a fiscally responsible budget to bring to the board for an up or down vote. Delegate non-strategic decisions to committees e.g. give the conference committee the power to choose the conference schwag.

Focus your board on the strategic objectives designed to achieve your mission and vision. Leave the details to the ground crew. Here are some additional resources:

• http://www.awackerson.com/boarddevelopment/sample-board-meeting-agenda
• https://www.ideaencore.com/search/apachesolr_search/%22nonprofit+management+services%22

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AACH Education Coordinator Receives Doctorate

Laura Cooley, Ph.D.

Laura Cooley, M.A., Ph.D., was awarded her doctorate in Communication Studies, with an emphasis on Health Communication, from Bowling Green State University on Wednesday.

Laura joined AACH in March 2011 as Education Coordinator. Her dissertation, Patient-Centered Care and Mindfulness in Hospice Volunteer Communication Experiences, explored the training and experiences of hospice volunteers, and built on her past research in the areas of assisted living facilities and provider-patient communication.

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