7 Measures of Success: What Remarkable
Description: 7 Measures of Success: What Remarkable Associations Do That Others Dont Remarkable associations build their structures, processes, and interactions their entire culture - around assessing and fulfilling members needs and expectations
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slide1. 7 Measures of Success: What Remarkable Associations Do That Others Don’t<br>
slide2. "Remarkable associations build their structures, processes, and
interactions their entire culture - around assessing and fulfilling members‘
needs and expectations" (page 24)
Reach Beyond Customer Satisfaction
Experience
Perception
Inspirational
“We're here to serve you“
Who do you serve?
Why do you serve them?
What need are you filling? Customer Service Culture<br>
slide3. "Remarkable associations speak passionately about fulfilling their mission and constantly test their ideas for products against that mission, using it as a touchstone for everything they do. . . To find the right mix of products . . . remarkable associations engage in experimentation" (page 28) The goal for an association is to become an indispensible resource for a member.
Drive Engagement
Vision
Reward
Relationship
Mission is central
and the products align. Mission and Vision<br>
slide4. "If there is one phrase that sets remarkable associations apart from their counterparts, it's `data, data, data.' They gather information, analyze it, and then use it to become even better" (page 38)
Test It
Ask questions
Test hypothesis
Validate results
Gather, analyze and
use data to drive change. Data-Driven Strategies<br>
slide5. "Many with the study group would no doubt echo the employee at the Society for Human Resource Management (SHRM) who said, `We all discuss decisions openly with each other. We have a desire to collaborate with each other, and we do it in mission-driven ways" (page 44)
SHRM membership is reported to have grown by from 36,000 in 1992 to over 250,000 today.
Must Haves
Candor
Open feedback
Free flow of ideas
Business focused, not personal
Staff and volunteers engage on
association's direction and priorities. Dialogue & Engagement<br>
slide6. "While Presidents/Chairs may be visionary leaders, what's more important is their ability to facilitate visionary thinking throughout the organization“ (page 49)
We are in a knowledge economy. The organizations and clients that I have seen thrive have a culture of ideas. Ideas are the currency in the organization.
Must Dos
Foster innovation
Generate interest
Spark the fire!
Facilitates visionary thinking
throughout the association. A Broker of Ideas<br>
slide7. "Our data confirmed that no organization - regardless of how remarkable it is - can predict change with full accuracy and therefore be on target with its response . . . Our data indicate that remarkable organizations do not panic . . . They maintain a clear understanding of their core purpose" (page 58-59) Remarkably through this recession, we have seen a consistent trend that organizations that stayed in the market and continued to reach out to prospective members came through the past year in good shape.
Must Be
Steady, Strong, Stoic
Nimble, Flexible, Change adept
Fearless, Forward-thinking, Faster
Be willing to change
and NOT to change! Organizational Adaptability<br>
slide8. "[Remarkable associations are] secure in who they are and what they bring to the table, these associations communicate clear expectations for each specific partnership and do not hesitate to walk away if a win-win situation does not materialize. But they're also willing to admit what they can't do on their own."
Everyone wants to partner with successful organizations.
Be sure to look in the mirror before you propose an alliance.
Who Are Your…?
Partners
Cooperatives
Affinity Programs
Seek complimentary
partners and projects. Alliance Building<br>
slide9. Equation for Success Purpose
Feedback & Analysis
Action<br>
slide10. Commitment to Purpose A Customer Service
Culture
Remarkable associations build
their structures, processes, and
interactions - their entire culture
around assessing and fulfilling
members' needs and
expectations.
Examples:
Zappos.com
Norstrom’s Department Stores
Apple Computers Alignment of Products &
Services with their Mission
To find the right mix of products
and services that align with their
missions, remarkable
associations willingly engage in
experimentation. They
doggedly protect their core
purpose and related activities
while investigating
new initiatives.
What's more, they fully expect
many of their efforts to fall flat.<br>
slide11. Commitment to Analysis & Feedback Data-Driven Strategies
They continually track member needs
and issues as well as the wider
environment, then collectively analyze
the data to reach a shared
understanding through asking,
"What do we now know?
What are we going to do about it?"
These associations then incorporate
the findings into their strategic and
operational planning. But the data
collection doesn't stop there. It
continues through another
methodical, disciplined cycle of
gathering, analyzing, and making
changes because of what was
learned. Dialogue and Engagement
This is characterized by a close-knit,
consistent culture where all
association staff and volunteers not
only receive the same script, in the
form of the same information, but also
see the potential to contribute to a
blockbuster production.
Broker of Ideas
To leaders of remarkable associations,
what matters is not their vision for the
association but rather the members‘
vision. The leaders role rests with
gathering consensus around a member
generated vision rather than forcing buy
in into a personal vision.<br>
slide12. Commitment to Action Organizational Adaptability
Remarkable associations -in the face
of markedly declining membership or
program revenue – quickly assessed
the situation and took immediate
action with no excuses. Alliance Building
Secure in who they are and what
they bring to an alliance, remarkable
associations communicate clear
expectations for each specific
partnership and do not hesitate to
walk away if a win-win situation does
not materialize - they also are the
first to admit that they cannot do
everything on their own.<br>
slide13. 1. Vision (core values, mission, purpose, goals) 2. Markets, Competitors, and the Environment Analysis 3. Solid Organizational Arrangements (structures, policies, systems) 4. Use Technology 5. Business Strategies and Plans 6. Offer Variety of Products and Services 7. Leadership (staff, elected) Balanced and Represents all Constituents 8. Community and Culture Integrated 9. Financial Health is Solid & Transparent 10. Physical Setting and Location Accessible 11. Public Policy Strong, Clear and Reflects Constituents Issues Commonalities<br>
slide14. Here is a list of conventional beliefs NOT supported:
1. The smaller the board, the better - not found to be true, association added members when they expand their board.
2. Board members should be selected via a democratic process. - transparency not democracy was key.
3. The President/Chair should be an association professional and come from outside the organization and its membership. - Only three of the nine remarkable associations followed this tenant. Growth from within fosters consistent leadership.
4. Proactive change is better. - The response to the change from the membership is more important that pro or reactive responses.
5. Reserves should equal 50 percent of annual expenses. - Nonprofit is a tax status NOT a mental state or a business plan! Myths<br>
slide2. "Remarkable associations build their structures, processes, and
interactions their entire culture - around assessing and fulfilling members‘
needs and expectations" (page 24)
Reach Beyond Customer Satisfaction
Experience
Perception
Inspirational
“We're here to serve you“
Who do you serve?
Why do you serve them?
What need are you filling? Customer Service Culture<br>
slide3. "Remarkable associations speak passionately about fulfilling their mission and constantly test their ideas for products against that mission, using it as a touchstone for everything they do. . . To find the right mix of products . . . remarkable associations engage in experimentation" (page 28) The goal for an association is to become an indispensible resource for a member.
Drive Engagement
Vision
Reward
Relationship
Mission is central
and the products align. Mission and Vision<br>
slide4. "If there is one phrase that sets remarkable associations apart from their counterparts, it's `data, data, data.' They gather information, analyze it, and then use it to become even better" (page 38)
Test It
Ask questions
Test hypothesis
Validate results
Gather, analyze and
use data to drive change. Data-Driven Strategies<br>
slide5. "Many with the study group would no doubt echo the employee at the Society for Human Resource Management (SHRM) who said, `We all discuss decisions openly with each other. We have a desire to collaborate with each other, and we do it in mission-driven ways" (page 44)
SHRM membership is reported to have grown by from 36,000 in 1992 to over 250,000 today.
Must Haves
Candor
Open feedback
Free flow of ideas
Business focused, not personal
Staff and volunteers engage on
association's direction and priorities. Dialogue & Engagement<br>
slide6. "While Presidents/Chairs may be visionary leaders, what's more important is their ability to facilitate visionary thinking throughout the organization“ (page 49)
We are in a knowledge economy. The organizations and clients that I have seen thrive have a culture of ideas. Ideas are the currency in the organization.
Must Dos
Foster innovation
Generate interest
Spark the fire!
Facilitates visionary thinking
throughout the association. A Broker of Ideas<br>
slide7. "Our data confirmed that no organization - regardless of how remarkable it is - can predict change with full accuracy and therefore be on target with its response . . . Our data indicate that remarkable organizations do not panic . . . They maintain a clear understanding of their core purpose" (page 58-59) Remarkably through this recession, we have seen a consistent trend that organizations that stayed in the market and continued to reach out to prospective members came through the past year in good shape.
Must Be
Steady, Strong, Stoic
Nimble, Flexible, Change adept
Fearless, Forward-thinking, Faster
Be willing to change
and NOT to change! Organizational Adaptability<br>
slide8. "[Remarkable associations are] secure in who they are and what they bring to the table, these associations communicate clear expectations for each specific partnership and do not hesitate to walk away if a win-win situation does not materialize. But they're also willing to admit what they can't do on their own."
Everyone wants to partner with successful organizations.
Be sure to look in the mirror before you propose an alliance.
Who Are Your…?
Partners
Cooperatives
Affinity Programs
Seek complimentary
partners and projects. Alliance Building<br>
slide9. Equation for Success Purpose
Feedback & Analysis
Action<br>
slide10. Commitment to Purpose A Customer Service
Culture
Remarkable associations build
their structures, processes, and
interactions - their entire culture
around assessing and fulfilling
members' needs and
expectations.
Examples:
Zappos.com
Norstrom’s Department Stores
Apple Computers Alignment of Products &
Services with their Mission
To find the right mix of products
and services that align with their
missions, remarkable
associations willingly engage in
experimentation. They
doggedly protect their core
purpose and related activities
while investigating
new initiatives.
What's more, they fully expect
many of their efforts to fall flat.<br>
slide11. Commitment to Analysis & Feedback Data-Driven Strategies
They continually track member needs
and issues as well as the wider
environment, then collectively analyze
the data to reach a shared
understanding through asking,
"What do we now know?
What are we going to do about it?"
These associations then incorporate
the findings into their strategic and
operational planning. But the data
collection doesn't stop there. It
continues through another
methodical, disciplined cycle of
gathering, analyzing, and making
changes because of what was
learned. Dialogue and Engagement
This is characterized by a close-knit,
consistent culture where all
association staff and volunteers not
only receive the same script, in the
form of the same information, but also
see the potential to contribute to a
blockbuster production.
Broker of Ideas
To leaders of remarkable associations,
what matters is not their vision for the
association but rather the members‘
vision. The leaders role rests with
gathering consensus around a member
generated vision rather than forcing buy
in into a personal vision.<br>
slide12. Commitment to Action Organizational Adaptability
Remarkable associations -in the face
of markedly declining membership or
program revenue – quickly assessed
the situation and took immediate
action with no excuses. Alliance Building
Secure in who they are and what
they bring to an alliance, remarkable
associations communicate clear
expectations for each specific
partnership and do not hesitate to
walk away if a win-win situation does
not materialize - they also are the
first to admit that they cannot do
everything on their own.<br>
slide13. 1. Vision (core values, mission, purpose, goals) 2. Markets, Competitors, and the Environment Analysis 3. Solid Organizational Arrangements (structures, policies, systems) 4. Use Technology 5. Business Strategies and Plans 6. Offer Variety of Products and Services 7. Leadership (staff, elected) Balanced and Represents all Constituents 8. Community and Culture Integrated 9. Financial Health is Solid & Transparent 10. Physical Setting and Location Accessible 11. Public Policy Strong, Clear and Reflects Constituents Issues Commonalities<br>
slide14. Here is a list of conventional beliefs NOT supported:
1. The smaller the board, the better - not found to be true, association added members when they expand their board.
2. Board members should be selected via a democratic process. - transparency not democracy was key.
3. The President/Chair should be an association professional and come from outside the organization and its membership. - Only three of the nine remarkable associations followed this tenant. Growth from within fosters consistent leadership.
4. Proactive change is better. - The response to the change from the membership is more important that pro or reactive responses.
5. Reserves should equal 50 percent of annual expenses. - Nonprofit is a tax status NOT a mental state or a business plan! Myths<br>