KnowledgeBasedGovern ance

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2005 Leadership Day Conference Best Practices in Leadership and Governance in the Association Environment Designed and Facilitated By: Jean S. Frankel Principal Partner September 16, 2005 Chicago, Il   Tecker Consultants, LLC 427 River View Executive Park Trenton, NJ 08611 (609) 396-7998 www.tecker.com ARMA

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COPYRIGHT © 2005 BY TECKER CONSULTANTS, LLC - ALL RIGHTS RESERVED - These materials were specially prepared for instructional use by Tecker Consultants, LLC. No portion of these materials, in whole or in part, may be used in any fashion, or reproduced by any means, without the written permission of Tecker Consultants, LLC. For useful information, case studies and valuable links ... Please visit our web site:

Our Discussion Topics: 

Our Discussion Topics The Unique Nature of Associations and the Challenges of Leading an Association Today.  Dimensions of 21st Century Leadership. Three Dimensions of Leadership's Mission. Setting Strategic Direction. Engaging and Energizing Others. An Action Plan for Your Organization.

Setting the Agenda: Your Issues: 

Setting the Agenda: Your Issues

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Setting the Agenda From your point of view… What issues, interests, problems or concerns do you have about leadership and governance as it relates to your role as a leader in ARMA? What do you want to learn more about? What do you want to be able to do differently?

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1. The Unique Nature of Associations and The Challenges of Leading an Association Today

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Association A group of people who voluntarily come together to solve common problems, meet common needs and accomplish common goals.

An Association’s DNA: 

An Association’s DNA What makes not-for-profit organizations unique is that the same populations are: the owners, the customers, and the workforce of the organization…

An Association’s DNA: 

An Association’s DNA Members as owners, Because the organization belongs to them. Members as customers, Because they are consumers of product, program and service value delivered. Members as workforce Because their participation, energy and commitment to accomplish work contributes to the organizations’ ability to deliver value.

Symptoms of Imbalance…: 

Symptoms of Imbalance… If members don’t feel enough like owners and just feel like customers, then commitment and enfranchisement is low. If members don’t feel like customers but they do feel like part of the workforce…they see little value in what the organization delivers and are frustrated with their efforts. If members don’t have enough of a role in the work of the organization, then there’s a question about “who’s in charge here….:”

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No Shortage of Challenges Increasingly complex member segments and needs. Greater competition from both traditional and non-traditional sources. Professional and industry boundaries blurring, with new models of service provision and new rules for success. Greater accountability expected of leaders. Increasing challenges of financial viability for associations (dues, non-dues, new vital business lines etc.). Decreased volunteer involvement (less discretionary time, changing loyalties). Demand for tangible benefits and outcomes. Associations must create a reputation for value... ...For Relevance? ...For Survival?

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Trends on ASAE’s Radar Screen: From Scan To Plan Since 1994, the ASAE Foundation has researched and identified trends in the association community and explored the implications of those trends for ASAE members and their business partners. Many of the association trends established in earlier environmental scans remain valid, and their implications are still topical and relevant. For instance, the 1999 ASAE Foundation publication titled Facing the Future identified the following internal trends shaping associations and their partners, which remain valid in 2003. And as a consequence of changes in the internal environment for associations, several conclusions emerge. Taken together, these six conclusions represent operating conditions that associations are likely to face in the future. Excerpted from the 2003 Environmental Scan of the ASAE Foundation and ASAE From Scan to Plan: Dalton, Jarrett& Mahafie ASAE Foundation 2003

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The Internet The Internet. Innovative use of the Internet has become a mainstay for associations, with many using interactive technologies for education, collaboration, member communications, management of meeting attendance, and publishing. What once was considered innovative is probably mainstream today, as both associations and their members become increasingly accustomed to online access for all of the association’s key services. Significance to My Association: ___ most significant ___ very significant ___ somewhat significant ___ not very significant ___ not significant Implications for My Association: ________________________________________________________________________________________________________________ ________________________________________________________ ________________________________________________________ Excerpted from the 2003 Environmental Scan of the ASAE Foundation and ASAE – From Scan to Plan

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Shifts in Strategic Focus Shifts in strategic focus. Faced with rising and changing expectations from members, associations must focus on core competencies and the services members consider most important. Job seekers, for example, may find accreditation, and certification programs especially advantageous in tight economic times. Small associations, in particular, will have to concentrate on fewer issues where they can have the most influence. Excerpted from the 2003 Environmental Scan of the ASAE Foundation and ASAE – From Scan to Plan Significance to My Association: ___ most significant ___ very significant ___ somewhat significant ___ not very significant ___ not significant Implications for My Association: ________________________________________________________________________________________________________________ ________________________________________________________ ________________________________________________________

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Outsourcing and Co-sourcing Outsourcing/co-sourcing. This is an ongoing trend, with most association staffs having to do more with less in 2003 and years to come. Some of the emerging co-sourcing efforts are with technology companies to develop software and business-to-business services. Excerpted from the 2003 Environmental Scan of the ASAE Foundation and ASAE – From Scan to Plan Significance to My Association: ___ most significant ___ very significant ___ somewhat significant ___ not very significant ___ not significant Implications for My Association: ________________________________________________________________________________________________________________ ________________________________________________________ ________________________________________________________

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Volunteer Management Volunteer management. A shift is underway from long-term, time-intensive volunteer participation to short-term, focused volunteer opportunities. In the next few years, different groups of people will have volunteer time available. For example, women executives taking time out from their careers will be interested in high-powered change initiatives that will give them new experience and skills. Post-retirement workers will want to put together a portfolio of part-time work and part-time volunteering. Excerpted from the 2003 Environmental Scan of the ASAE Foundation and ASAE – From Scan to Plan Significance to My Association: ___ most significant ___ very significant ___ somewhat significant ___ not very significant ___ not significant Implications for My Association: ________________________________________________________________________________________________________________ ________________________________________________________ ________________________________________________________

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Organizational Structure, Culture, And Governance Organizational structure, culture, and governance. Associations continue to seek greater flexibility, less hierarchy, and more collaboration through staff and board structures. Recession will lead to more layoffs and smaller staffs, meaning that new structures may not receive all the support they were intended to have.. Excerpted from the 2003 Environmental Scan of the ASAE Foundation and ASAE – From Scan to Plan Significance to My Association: ___ most significant ___ very significant ___ somewhat significant ___ not very significant ___ not significant Implications for My Association: ________________________________________________________________________________________________________________ ________________________________________________________ ________________________________________________________

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Increased Competition Increased competition. Large associations with broad memberships may face more competition from micro specialty associations. In the future, information technologies will make it possible for a small staff to provide personalized information and services for a particular affinity group or technical specialty. Associations can deal with competition by merger or by alliance. More mergers are likely to occur in tough economic times, with the association best prepared for the merger benefiting the most. Excerpted from the 2003 Environmental Scan of the ASAE Foundation and ASAE – From Scan to Plan Significance to My Association: ___ most significant ___ very significant ___ somewhat significant ___ not very significant ___ not significant Implications for My Association: ________________________________________________________________________________________________________________ ________________________________________________________ ________________________________________________________

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Micro-Specialties Will Expand. Micro-specialties will expand. This model, once typical of the healthcare field, is now likely to develop in other areas where members believe their interests are diverging from those of an older, more generalized organization. . Excerpted from the 2003 Environmental Scan of the ASAE Foundation and ASAE – From Scan to Plan Significance to My Association: ___ most significant ___ very significant ___ somewhat significant ___ not very significant ___ not significant Implications for My Association: ________________________________________________________________________________________________________________ ________________________________________________________ ________________________________________________________

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Differentiation is Occurring. Differentiation is occurring. People and organizations have more choices. To stand out clearly, associations must clearly differentiate their mission and market it as a brand. Excerpted from the 2003 Environmental Scan of the ASAE Foundation and ASAE – From Scan to Plan Significance to My Association: ___ most significant ___ very significant ___ somewhat significant ___ not very significant ___ not significant Implications for My Association: ________________________________________________________________________________________________________________ ________________________________________________________ ________________________________________________________

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Aging Membership. An aging membership may limit appeal. Increased competition. Aging will affect some associations profoundly. Associations that make a deliberate transition will find themselves bringing younger people into leadership roles earlier than in the past. Excerpted from the 2003 Environmental Scan of the ASAE Foundation and ASAE – From Scan to Plan Significance to My Association: ___ most significant ___ very significant ___ somewhat significant ___ not very significant ___ not significant Implications for My Association: ________________________________________________________________________________________________________________ ________________________________________________________ ________________________________________________________

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Relevancy Concerns Increase. Relevancy concerns increase Because of increasing pressure on members’ time and a sense of the greater value of personal time, associations could become a lower priority for many people. Excerpted from the 2003 Environmental Scan of the ASAE Foundation and ASAE – From Scan to Plan Significance to My Association: ___ most significant ___ very significant ___ somewhat significant ___ not very significant ___ not significant Implications for My Association: ________________________________________________________________________________________________________________ ________________________________________________________ ________________________________________________________

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Perception Of Risk Remains High. Perception of risk remains high. Over the next decade, general social anxiety—a feeling of being in an uncertain society with an uncertain future—is likely to recur. The perception of greater risk in the world will affect association operations. For example, staff or members may think twice before volunteering to travel to parts of the world considered dangerous. Excerpted from the 2003 Environmental Scan of the ASAE Foundation and ASAE – From Scan to Plan Significance to My Association: ___ most significant ___ very significant ___ somewhat significant ___ not very significant ___ not significant Implications for My Association: ________________________________________________________________________________________________________________ ________________________________________________________ ________________________________________________________

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Structure And Operations Shaken Up. Traditional association structure and operations are being shaken up. Associations are taking amore business-like approach, which includes an interest in measuring results. Shaking up association operations, although it may have painful implications for people and programs, may lead to leaner, stronger organizations. Excerpted from the 2003 Environmental Scan of the ASAE Foundation and ASAE – From Scan to Plan Significance to My Association: ___ most significant ___ very significant ___ somewhat significant ___ not very significant ___ not significant Implications for My Association: ________________________________________________________________________________________________________________ ________________________________________________________ ________________________________________________________

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Trends Within Our Profession What issues or trends will most affect our members in their profession? ______________________________________________________________________________________________________________________________________________________________________________________________________________________________ Significance to My Association: ___ most significant ___ very significant ___ somewhat significant ___ not very significant ___ not significant Implications for My Association: ________________________________________________________________________________________________________________ ________________________________________________________ ________________________________________________________

Leaders Must Ask Themselves…: 

From your point of view… Pick several of these trends and operating conditions that are affecting your "part" of ARMA most significantly. What are the implications for you as leaders? Leaders Must Ask Themselves…

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Question 1: ______________________________ Question 2: ______________________________ Question 3: ______________________________ Current State Driving Factors (+) Restraining Factors (-) Realization of Full Potential Challenges to Your Organization Step 1: Use key factor analysis to identify two to three significant barriers to “success”. Step 2: Then frame each issue as a question that cannot be answered “yes’ or “no”.

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2. Dimensions of 21St Century Leadership

Leaders Must Ask Themselves: 

Leaders Must Ask Themselves What is your greatest challenge as a leader in ARMA?

Intellectually CompetentEmotionally CompetentBehaviorally Competent: 

Intellectually Competent Emotionally Competent Behaviorally Competent

Intellectually and Emotionally Competent: 

Intellectually and Emotionally Competent Our Leadership Partnership Where do we agree? When I look at you, here’s what I see... When I look at me, here’s what I see…. Adapted from The Johari window NOTES: This self-assessment is offered for instructional use only as a tool for dialogue in this session. It was created using the 5 Practices of Exemplary Leadership, developed by Jim Kouzes/Barry Posner, as the organizing principle, and using the Competencies of 21st Century Leadership found in Successful Association Leadership by Glenn Tecker/Marybeth Fidler as the assessed behaviors. Kouzes and Posner offer an excellent assessment tool called The Leadership Practices Inventory (LPI). It is a 360 degree assessment instrument that provides you and selected observers the opportunity to assess and provide feedback on your use of Exemplary Leadership Practices. This tool can be an invaluable in personal leadership development, team development, performance evaluation, Board evaluation, and leadership coaching.

Are you leading at your personal best?: 

Inspiring I reveal my hopes and dreams for the future I engage others in dialogue about their dreams and hopes I skillfully build consensus around a shared vision I respect and value differences as opportunity for growth and innovation I am forward looking and spend the majority of my time on external future issues Challenging I am self-aware of my personal values and leadership philosophy -- my voice... I seek and support new models and ways of doing things I am able to look beyond obstacles to see possibility and help others do the same I am willing to risk success and support others taking risks I view mistakes as a healthy outcome of risk taking and I am able to learn from the mistake and move on Are you leading at your personal best? Circle one: 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always

Are you leading at your personal best?: 

Enabling I look for ways to support and enhance other’s strengths and provide them with the tools and resources needed I support continual investment in training and development I understand information is power and share it freely I give others the freedom and authority to contribute creatively I understand the interdependence of people and the impact of relationship on results Modeling I am self-aware of my personal values and leadership philosophy -- my voice is clear I readily reveal my true feelings and what is important to me I am congruent in words and actions - I say what I mean and do what I say I help people to think well of themselves I engage others in dialogue about values Are you leading at your personal best? Circle one: 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always

Are you leading at your personal best?: 

Encouraging I frequently recognize individual contributions I celebrate team victories I tell compelling stories that feature desired behaviors I reward desired behaviors by linking rewards to performance I provide for informal support such as coaching or mentoring Are you leading at your personal best? Circle one: 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always 1 2 3 4 5 6 7 8 9 10 Never Sometimes Always Instructions: 1. Record individual scores below and total columns 2. Circle the 3-5 highest scores 3. Circle the 3-5 lowest scores Inspire Challenge Enable Model Encourage _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ _____ Totals

Are you leading at your personal best?: 

Are you leading at your personal best? 1. Which of the Exemplary Leadership Practice areas are most comfortable for you? (Inspire, Challenge, Enable, Model, or Encourage) 2. Which 3-5 specific leadership practices are: (a) most comfortable for you (highest scores)? (b)most uncomfortable for you (lowest scores)? 3. Consider leading a team. Are there soft spots in your leadership practices where you will need to depend on others?? Note:: This self-assessment is offered for instructional use only as a tool for dialogue in this session. It was created using the “5 Practices of Exemplary Leadership”, developed by Jim Kouzes/Barry Posner, as the organizing principle, and using the Competencies of 21st Century Leadership found in Successful Association Leadership by Glenn Tecker/Marybeth Fidler as the assessed behaviors. Kouzes and Posner offer an excellent assessment tool called “The Leadership Practices Inventory” (LPI). It is a 360 degree assessment instrument that provides you and selected observers the opportunity to assess and provide feedback on your use of Exemplary Leadership Practices. This tool can be an invaluable in personal leadership development, team development, performance evaluation, Board evaluation, and leadership coaching.

Intellectually and Emotionally Competent: 

Intellectually and Emotionally Competent Complete these exercises individually. Compare your own results with those of your colleagues at your table. What similarities do you have? What differences? What conclusions can you draw about your own leadership style?

Behaviorally Competent:Influential Leadership: 

Behaviorally Competent: Influential Leadership

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Influencing the beliefs and behaviors of others to unleash the creative genius of all parts of the organization on a day-to-day basis.

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Four Emerging Portraits of Influential Leadership Servant Catalytic Visionary Expert Of Service to Others Has Important Insights Makes A Whole Greater Than the Sum of Its Parts Sees What It Could Look Like

Four Emerging Portraits of Influential Leadership: 

Four Emerging Portraits of Influential Leadership Catalytic : respected for the ability to bring others together and leverage their capabilities

Four Emerging Portraits of Influential Leadership: 

Four Emerging Portraits of Influential Leadership Servant: respected for commitment to the needs of others

Four Emerging Portraits of Influential Leadership: 

Four Emerging Portraits of Influential Leadership Visionary: respected for the ability to articulate a compelling picture of something different and better

Four Emerging Portraits of Influential Leadership: 

Four Emerging Portraits of Influential Leadership Expert: respected as an authoritative source of valuable knowledge and insight

Four Emerging Portraits of Influential Leadership: 

Four Emerging Portraits of Influential Leadership Which of these portraits is the source of respect you are/will be afforded by others?

Putting It All Together: Micro Case Studies: 

Putting It All Together: Micro Case Studies

Leadership Behavior in Challenging Situations: 

Leadership Behavior in Challenging Situations An idea you have results in resistance … How will you get people to accept or embrace it? Is there a point at which you will consider giving in? Micro Case #1 Adapted from interview questions to anticipate Doug Kleine Association Management. Dec.01

Leadership Behavior in Challenging Situations: 

Leadership Behavior in Challenging Situations You have a committee chair or Board member who is ill suited for the position or is attempting to promote a personal agenda. How will you handle the situation? Micro Case #2 Adapted from interview questions to anticipate Doug Kleine Association Management. Dec.01

Leadership Behavior in Challenging Situations: 

Leadership Behavior in Challenging Situations Your organization really wants to do something, but doesn’t have the resources to support it. How will you reallocate resources, find savings, or find new resources to get it done? Micro Case #3 Adapted from interview questions to anticipate Doug Kleine Association Management. Dec.01

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3. Three Dimensions of Leadership’s Mission

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Leadership Partnership’s Mission Leadership Oversight Direction Policy Operational Oversight Implementation Infrastructure Staff Volunteers Culture Oversight How we behave Beliefs/Values Climate Three Dimensions of Leadership’s Mission The Board's function and responsibility, in a leadership partnership collaboration with staff, is to continually monitor the effectiveness of what is occurring in each of these arenas and to monitor the quality of the interaction among the three - to see the “Big Picture.”

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Leadership’s Mission Culture Oversight How we behave Beliefs/Values Climate Leadership’s Mission What are our responsibilities with regard to cultural oversight – how we execute our role?

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Defining Culture The Culture of an association is the rich fabric of beliefs, values assumptions, unspoken understanding, and tone and style that: are invented, discovered or developed by an association as it learns to cope with external adaptation and internal integration. guide or influence what people do and how they do it. have worked well enough to be considered valid. are taught to new members as the correct way to perceive, think, feel and behave.

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How Leaders Influence Culture… Leadership Mechanisms What leaders pay attention to What and how they communicate How they react to critical incidents or crisis What and whose behaviors they reward Who is recruited Organizational Mechanisms (Will only work if consistent with leadership behavior) Governance and volunteer work force design and structure Systems, policies and procedures Staff’s structure and processes Formal plans, philosophy, and charters

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Cultural Model External Forces • Industry/Profession • Trends • Economy • Government • Globalism Historical Forces • Politics • Norms • Behaviors • How we do things • Decision-Making Internal Forces • Governance • Staff • Volunteers • Processes & Procedures • Members Leadership • Values • Beliefs • Behaviors Association Culture • Informal Structure • Informal Leadership Process Association Climate • Motivation/Morale • Performance/Outcomes • Attitude • Productivity Is this aligned with and does it support the association’s mission? Assumptions & Beliefs = How the condition of the world is viewed. Values = What is important to us. Behavior = How beliefs and values are acted out.

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Identifying Your Association’s Culture — Background Information 1. Common Language and Conceptual Categories. If members cannot communicate with and understand each other, a group is impossible by definition. 2. Group Boundaries and Criteria for Inclusion and Exclusion. One of the most important areas of culture is the shared consensus on who is in and who is out and by what criteria one determines membership. 3. Power and Status. Every organization must work out its pecking order, its criteria and rules for how one gets, maintains, and loses power; consensus in this area is crucial to help members manage feelings of aggression. 4. Intimacy, Friendship, and Love. Every organization must work out its rules of the game for peer relationships, for relationships between its diverse people and groups, and for the manner in which openness and intimacy are to be handled in the context of managing the organization’s tasks. 5. Rewards and Punishments. Every group must know what its heroic and sinful behaviors are; what gets rewarded with property, status, and power; and what gets punished in the form of withdrawal of the rewards, and ultimately excommunication. 6. Ideology and “Religion”. Every organization, like every society, faces unexplainable and inexplicable events, which must be given meaning so that members can respond to them and avoid the anxiety of dealing with the unexplainable and uncontrollable. Schein, Edgar H. Organizational Culture and Leadership, Josey- Bass Inc., Publishers, California, 1986

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Identify Your Association’s Culture What automobile best characterizes your association’s culture? ____________________________________________________ What special features does the car have? ____________________________________________________ What proverbs are most applicable or best describe your association? (e.g., She who hesitates is lost; Look before you leap; We always shoot off our foot; A penny saved is a penny earned; etc.) ____________________________________________________ ____________________________________________________ Create a newspaper headline that celebrates your association’s greatest success, and create one that would mourn its greatest failure. ___________________________________________________ ____________________________________________________ How would you best characterize your association’s leadership? (e.g., very organized, engages in micro-management, steers the boat, etc.) ____________________________________________________ ____________________________________________________

New Insights About  Association Governance: 

New Insights About Association Governance Governance is moving from the traditional political model of debating the ideas of others to a more knowledge-based operational culture.

In a knowledge based organization...: 

In a knowledge based organization... Who makes the decision is far less important than the quality of information and insight on which the decision is made. ASAE CEO SYMPOSIUM 2003-2004

Knowledge-Based Decision Making Involves:: 

Knowledge-Based Decision Making Involves: Considering four basic perspectives (and the kinds of information needed to inform those considerations) in any significant decision; Exchanging knowledge and insights among study, decision, and work groups; and Conducting a style of decision making that emphasizes informed intuition and employs dialogue before deliberation.

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What Do We Know? Question 1. What do we know about our stakeholders’ needs, wants and preferences that is relevant to this decision?* Question 2. What do we know about the current realties and evolving dynamics of our organization’s environment that is relevant to this decision?* Question 3. What do we know about the “capacity” and “strategic position” of our organization that is relevant to this decision?* Question 4. What are the ethical implications of our choices? * What do we wish we knew but don’t? Four Key Questions For Knowledge-Based Decision-Making

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Promotes a Consultative Partnership Between Staff and Elected Leaders. Institutionalizes Decision-Making Based on Purpose, Policy, Strategy and Considered Perspective; Rather Than Politics, Power, Personality or Perception of the Moment. Allows the Association to Effectively Utilize Critical Information Routinely in Decision-Making By Individuals and Groups At All Levels. Benefits of a Knowledge-Based Culture

Leaders Must Ask Themselves: 

Leaders Must Ask Themselves What does being knowledge- based mean for ARMA? What kind of things do you expect happen differently in this organization than in others you’ve been a part of as a result of your organization’s move toward a knowledge-based philosophy?

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Contrasting Traditional and New (“Knowledge-Based”) Cultures How are “things” different in a "knowledge-based" association than a "traditional" or "typical" association? What would a person observe as different in an association culture that has become increasingly more "knowledge-based"? Tecker Consultants has identified 5 key areas in which the culture will be significantly different. (These areas serve as examples, not as a comprehensive list of the differences.): Leadership Resource Allocation What the Organization Rewards Enfranchisement; Representation Communication/Stories/Myths With your leadership team , examine the cultural attributes of each of the follow, and determine which you would like to preserve and which you would like to develop. For each that you would like to develop, discuss how the cultural attribute would manifest itself in daily behavior throughout the enterprise.

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Traditional Culture Vs. New Culture

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Traditional Culture Vs. New Culture

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Traditional Culture Vs. New Culture

4. Setting Direction:A Knowledge-Based Approach(with a bit extra about Strategic Thinking): 

4. Setting Direction: A Knowledge-Based Approach (with a bit extra about Strategic Thinking)

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Leadership’s Mission Leadership Oversight Direction Policy Leadership’s Mission What are our responsibilities with regard to leadership oversight and direction setting?

New Insights About Governance: 

New Insights About Governance Increasingly, governance is evolving from retreat-driven, product-oriented traditional strategic planning to a process of ongoing strategic thinking.

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*Envisioned Future Relevant Environment Strategic Planning Operational Planning Big Audacious Goal Vivid Description Assumptions About The Future Mega Issues Value Discipline Annual Strategic Plan Review Priority Setting Program Planning Annual Operational and Budgeting Cycle *Core Ideology Core Purpose Core Values Goals Objectives Strategies Strategic Principles Organizational Strategy Strategy Development Using Knowledge-Based Dialogue and Decision-Making A Process for Planning and Thinking Strategically 30 Years - 20 Years - 10 Years- 5 Years - 3 Years - 1 Year * Adapted from Built to Last, Collins and Porras, 1994

Strategic Thinking Defined…: 

Strategic Thinking Defined… Strategic thinking is not about some cumbersome planning process to emerge with a big document. It is about maintaining an acute sensitivity to changing conditions, an active mind, a willingness to think in a variety of ways, an avoidance of traps formed by what you know, and an ability to decide and take action. From Choosing the Future ~by Stuart Wells, Butterworth-Heinemann, 1998

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Strategic thinking is the pursuit of the right questions …it is not about finding one answer or many answers but about having sufficient thought to see the realm of possibilities and then choosing a path that we can never know with certainty is the right answer.

Knowledge-Based Governance Strategy: 

Knowledge-Based Governance Strategy A philosophy of governance and decision-making. A process for ongoing strategic thinking and strategy development.

Three Components: 

Three Components Knowledge Based Decision Making Dialogue before Deliberation Integrating Strategic Thinking and Governance

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Four Knowledge Bases... Question 1. What do we know about our members /prospective members / customers - needs, wants, and preferences, that is relevant to this decision?* Question 2. What do we know about the current realties and evolving dynamics of our members marketplace /industry/ profession, that is relevant to this decision?* Question 3. What do we know about the “capacity” and “strategic position” of our organization that is relevant to this decision? * Question 4. What are the ethical implications ? *What do we wish we knew but don’t?

Dialogue Before Deliberation: 

Dialogue Before Deliberation Dialogue - To Inform and Understand – Allows for common understanding of information affecting a decision. – Promotes understanding of our “mental models” – beliefs, assumptions, values impacting the way we see an issue. BEFORE Deliberation - To Evaluate And Decide – To persuade, to advocate, to enlist. – To justify a position as “right.” – To come to conclusions. – To decide.

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Practicing Strategic Thinking

A Framework for Dialogue and Deliberation: 

A Framework for Dialogue and Deliberation 1. Identify the Mega Issue Question. 2. Prepare Background Information. 3. Conduct Dialogue on Informing the Issue. 4. Conduct Dialogue on Identifying Choices. 5. Conduct Dialogue on Evaluating Choices. 6. Determining Areas of Consensus or Information Needed to Reach a Decision in the Future. 7. Identify Actions, Intent and Accountability. 8. Craft a Motion. 9. Deliberate on the Motion.

Step 1: Identify the Mega Issue Question: 

Step 1: Identify the Mega Issue Question Comes from strategic plan or planning process. Cannot be answered with a “yes” or “no.” Requires illumination. Begins with phrases like “How can we…” “How could we…” “What should our role be in…” “How can we most effectively address…” Can be informed by additional sub-questions.

Step 2: Prepare Background Materials: 

Test with key stakeholders/constituencies (i.e. “are these the right questions?). Inventory where there is information related to this question that might illuminate understanding. (Who knows about this? What’s been written?) Draft insights – Use the four knowledge-based questions as a template. Prepare preliminary background information document, which should be in the form of bulleted insights that will help inform the dialogue, in relatively simple, declarative format. Test again with key constituencies and/or staff (What do you think about these insights? Do you have anything to add? Or challenge? Revise/redraft background insights. Step 2: Prepare Background Materials

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Step 3 – Conduct Dialogue on Informing the Issue If a background paper has been prepared…   Relative to our Mega Issue Question, for the information provided as a preliminary answer to each of the four knowledge-based questions; Which points are particularly significant in this information? Which points do you have a question or disagreement on? What else do we know? What’s missing? What do we wish we knew but don’t?

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What Do We Know? Step 3 –Informing the Issue If a background paper has not been prepared… What do we think we know about this issue in each of the knowledge bases? How do we know? What can we observe? What’s the basis of our thinking?

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What are all the possible choices* for responding to this issue? Choice*: A discrete but not necessarily exclusive alternative. Step 4- Identifying Choices What Could We Do?

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Generic Strategic Choices Continue the Status Quo. Conduct Research to Close. Information Gaps. Conduct Training. Partner with Other Organizations. Take an Active Leadership Role. Educate and Inform. Advocate for. Be a Source of Information About Work Being Done By Other Organizations.

Step 5 –Analyzing the Choices : 

Step 5 –Analyzing the Choices What are the relative advantages and/or disadvantages of each of our choices?

Step 6 – Determining Areas of Consensus: 

Step 6 – Determining Areas of Consensus Are there any choices we can eliminate? Are there any choices that can be combined with others? Is there one we can put together from the others or select on its own that we can agree on? (Or Determine What Information Is Needed to Reach a Confident Decision in the Future)

Step 7 – Identify Actions, Intent and Accountability: 

Step 7 – Identify Actions, Intent and Accountability What actions does this choice (or need for additional information) suggest about who needs to do what? What are the implications for the Board, Staff and/or other workgroups? Who will task whom for what? Who will be accountable?

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Background (Whereas) Action (Be it Resolved) Guiding Principles (Key Considerations) [Key discussion points from Part One of the Dialogue (What Do We Know?) ] [Direction, clarification, policy that reflects the will of the Board. (Answer to What Could We Do? ] [Guidelines, parameters, boundaries, or other statements reflecting the Board’s intent on the issue. (Make sure we consider…)] Step 8 – Craft a Motion

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Step 9 – Deliberate on the Motion In parliamentary procedure, motion to leave the committee of the whole and adjourn back to board process. Return to normal deliberative process.

Facilitation: 

“Facilitation is a form of leadership …that helps to inspire, direct, and structure participation among people so that creativity, ownership, and productivity result.” -Fran Rees Facilitate: To make easier or less difficult Facilitator: A person who makes a group’s work easier by structuring and guiding the participation of group members; a sherpa; neutral third party This discussion draws heavily from the following sources: The Facilitator Excellence Handbook by Fran Rees The Skilled Facilitator by Roger Schwarz The Fifth Discipline Fieldbook All are excellent resources for further understanding of the skills and competencies of facilitation. Facilitation

Benefits of Facilitation: 

Benefits of Facilitation Group members are more likely to support decisions made. Group effort more likely to yield better results. Participants become an integral part of the process and more voices are heard as solutions are generated. Recognition that responsibility for action lies with everyone. People tend to think and act for greater organizational good. Diffuses negativity.

Facilitative AcumenA Self-Appraisal: 

Be a source of direction and leadership Ensure focus is on the right issue Encourage everyone to participate. Draw out ideas from among the group, and differing points of view. Look, act and be interested and ask others to do so as well. Listen between the lines. Imagine the other person’s viewpoint. Rephrase to ensure understanding. Be fully engaged in the moment. Don’t interrupt. Ensured balanced participation – monitor your own air time. Prevent the issue from being “high-jacked” Help the scribe capture critical elements Synthesize key points and understandings Summarize logical next steps Facilitative Acumen A Self-Appraisal Key: A-outstanding B-good C-average D-poor F-miserable

Dialogue Enhancers: 

Dialogue Enhancers Categorize Your Comments “We know….” How do we know? “I believe…..” Why? What experience? “I feel…….. ” Why? What values? Use Self Discipline Suspend your natural inclination to immediately judge and sort. Promise to ask and answer. Own your idea.

More Dialogue Enhancers: 

More Dialogue Enhancers Stop talking. Draw out others ideas. Encourage dialogue among the group, and differing points of view. Look, act and be interested and ask others to do so as well. Listen between the lines. Imagine the other person’s viewpoint. Rephrase to ensure understanding. Be fully engaged in the moment. Don’t interrupt. Ensured balanced participation – monitor your own air time.

Sample Meeting Ground Rules: 

Sample Meeting Ground Rules Protect all ideas. Seek first to understand. No heat seeking missiles. Give a headline before a detail. Respect others. Draw out others’ ideas before giving your own. Complete all commitments to the group. Frankness should rule during all meetings. The group speaks with one voice. Start on time and end on time - everyone’s time is equally valuable.

Styles of Decision Making: 

Styles of Decision Making Command - “I make the decision.” Consultative - “I ask for your input, then I make the decision.” Consensus - “We make the decision together.”

Types of Consensus…: 

Types of Consensus… Ideal Consensus – unanimity - the group is of one mind completely… Practical Consensus – the minority is willing to go with the majority view because they recognize that the decision meets the needs of the majority and those to whom they are accountable.

Principles of Consensus: 

Principles of Consensus Practical Consensus exists when the following conditions have been met: All members of the group have been heard fully, frankly and respectfully. All members have been honest in their views and feelings. All views have been considered without prejudice. All relevant information has been shared equally among the group. The majority has made every possible effort to mitigate disadvantage to the minority Group members are willing to sacrifice their personal position for the sake of the whole group and those it is accountable to. Members act as if the decision were their own.

Tips on Consensus: 

Tips on Consensus What are our points of agreement? What are our points of disagreement? Where do we have a consensus? A majority? A “ hung jury?” Are we differing because we have: Different goals or pressures? Different experiences? Different values? Hot buttons (certain word or concepts that prompt us to argue and become entrenched)?

Other Ideas For Strategic Thinking in Meetings…: 

Other Ideas For Strategic Thinking in Meetings… Organize a meeting rather than an agenda of items to accomplish. Alternatively, consider creating a meeting structure by developing a series of thought provoking questions for the group. Ensure that there is sincere effort to understand each other’s thinking rather than to merely defend one’s own ideas. Push to explore new thinking and new ideas. Have patience and confidence that you will arrive at insightful answers. Schedule another meeting to continue the thinking process rather than having thinking stop because you ran out of time.

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What strategies can we use to successfully introduce and use the concept of knowledge-based decision making and strategic thinking? How can we alter our board meeting agendas to accommodate time for knowledge based dialogue? How might the role of the Board change with the adoption of a knowledge-based governance strategy? How might the role of the Board, committees, staff and other workgroups change? What challenges do we expect to face in implementing this operational philosophy and process? Thinking About Transition…

5. Engaging And Energizing Others: 

5. Engaging And Energizing Others

Member Involvement: 

Member Involvement Attending a meeting... Working on a Committee... Providing input on an issue... What kind of involvement will appeal to whom? Whose definition is right? How do we get people to truly “engage”? Does everyone need to be actively involved?

What Will Be Valuable To…: 

What Will Be Valuable To… This synthesis of psycho-demographic segments in associations reflects some terms popularized by Dale Paulson's "Allegiance" Model - a trademarked process for assessing and categorizing the values and preferences of members.

Slide112: 

Why Are Members Not Participating ? Perceived Poor Value ? They do not believe the organization offers enough value. You offer the value, but do a poor job of communicating it. You promote well, but there are barriers to participation. Perceived Poor Experience ? Poor reputation Not attractive: No worthwhile focus Not rewarding work Not enjoyable people

Slide113: 

Core Purpose & Core Values Big Audacious Goal Three to Five Year Plan Goals & Objectives Strategies Actions Identity Direction Activity Who are we? What we are doing? Where we are going? Managing Expectations

Leaders Must Ask Themselves: 

Leaders Must Ask Themselves What expectations do ARMA members have of the association? How can we more effectively manage those expectations?

Slide115: 

6. Your Action Plan: Moving Ideas Into Action

Putting It All Together…: 

Putting It All Together… What new ideas about leadership have you gained from this program? How will you put them into use? How will you know you’ve been successful in improving your leadership skills?

Slide117: 

My Individual Action Plan…. What Will I Focus On in the Future? ____________________________________________________________________________________________________________________________________________________________________________________ How Will I Choose to Do It? What Commitments Will I Make To Myself and Others?_____________________________________________________________________________________________________________________________________________________________________________ How Will I Know If I’m Making Progress?:___________________________________________________________________________________________________________________________________________________________________________

Slide118: 

About Tecker Consultants Tecker Consultants, L.L.C. is an international consulting practice focused on meeting the special needs of associations managing through change. The most successful approaches to research, strategy development, thoughtful counsel, facilitation, and education are carefully integrated to help its client’s organizations solve complex problems and reach new goals. Clients define the attributes that distinguish Tecker Consultants within the marketplace as including: Glenn Tecker, President and CEO, and the other nationally respected Partners of the practice, have helped leaders to successfully “move ideas” through organizations serving a wide variety of industries, professions, and causes. The collective competencies of Tecker Consultants enable us to provide the talents, skills and expertise needed to achieve each project’s unique objectives. The technical and technological resources of our firm help our clients achieve necessary understanding and support while avoiding unnecessary expenditures of time and money. Working in partnership, consultant and client identify desired results, roles, responsibilities, and costs. Our commitment to a collaborative approach has enabled us to assist clients to produce thinking, experience, and outcomes widely cited as practical models and successful case studies. Some recent assignments include: Insightful counsel and talented facilitation that inspires thoughtfulness, commitment, and action. Expertise in the special dynamics and challenges of leadership in associations, non-profit corporations, and other voluntary environments. An unrivaled knowledge base of alternatives and insights gathered through experience with non-profit, for profit, and public organizations. Tools and approaches that make strategic thinking and learning both productive and enjoyable. Reshaping an organization’s structure and processes to be better able to make a greater number of increasingly complex decisions more quickly with greater confidence. Helping member and staff leaders build and sustain a collaborative partnership and enabling culture which supports the organizations’ ability to act on its most important opportunities. Converting an organization’s traditional planning into an ongoing process for planning strategically and integrating governance, program development, performance assessment and budgeting with that process. Repositioning an organization for success in a more competitive environment by redefining a brand and value proposition better matched to the needs and preferences of key audiences. Designing processes for managing an organization’s knowledge assets that enable inventorying, cataloguing, sustaining, and accessing “content” regardless of its original “container”. Defining organization-wide systems for new product and service development within compressed timelines and appropriate levels of risk. Constructing strategic alliances or consolidations among like-minded organizations to increase membership value, improve program quality, and obtain cost efficiencies. Inventing practical approaches to governance that produce better decisions and more effective partnerships between member and staff leaders. 427 River View Executive Park, Trenton, New Jersey 08611 (609) 396-7998 * Fax (609) 396-6260 * http://www.tecker.com

Slide119: 

Jean S. Frankel Jean S. Frankel is a Principal Partner with Tecker Consultants, L.L.C., and President of Ideas for Action L.L.C., a group providing customized management consulting services to both corporate and not-for-profit organizations. As a Principal Partner of Tecker Consultants, Ms. Frankel focuses her work on a wide range of organizational elements and strategies.   With over 20 years of management and consulting experience, Ms. Frankel has led large scale planning and organizational change efforts for major corporations such as American Express and AT&T, and has had functional responsibility in strategic planning, marketing and sales, information technology, customer service, engineering, manufacturing and human resources. She is a proven strategist and facilitator, with group process and analytical skills enhancing her ability to develop collaborative solutions with clients in the areas of organizational structure, strategic and business planning, leadership development, and the use of technology to achieve organizational improvement. Ms. Frankel’s broad experience enables her to bring a unique blend of innovative organizational and strategic solutions to her consulting assignments, which have included:  Strategic planning initiatives designed to guide organizations in the development of comprehensive and cohesive vision and strategy through four key planning horizons which link core ideology and envisioned future with strategic and annual business planning. Organizational reshaping efforts designed to support an organization’s long-range vision by building and effective organizational infrastructure, increasing resource effectiveness, improving underlying work processes, and promoting a culture of knowledge-based decision-making. Leadership development efforts focused on building the individual and team core competencies required to establish and sustain organizational success.   Ms. Frankel’s association clients range from medical and technically related professional societies to national trade associations. Current or recent clients include the American Society of Association Executives; American Nurses Association, Produce Marketing Association, Project Management Institute, Society of Women Engineers; Counselors of Real Estate; American Healthcare Radiology Association, National Kitchen and Bath Association, and Rutgers University.   She is a frequent speaker on strategy a conferences and symposiums, and is co-author with Glenn Tecker and Kermit Eide of Building A Knowledge-Based Culture, with Glenn Tecker and Paul Meyer, CAE, of The Will to Govern Well, both published by the ASAE Foundation, and of articles in a variety of industry publications.

Slide120: 

Abrams, Michael, Michael C. Alin, and Pamela J. Grotz. “Taming the Governance Tiger.” Ed. Byers, Mary. Association Management November 2002: 54-63. Bennis, Warren. The Four Competencies of Leadership. New York: Perseus Publishing. Binder, Elaine Kotell. “Being Strategic.” Association Management January 1999: 63-69. Bower, Cate, Glenn Tecker, and Jean Frankel. “ASAE Charts Its Future.” Association Management June 1999: 43-48. Collins, Jim. Good to Great: Why Some Companies Make the Leap… And Others Don’t. New York: Harper Collins, 2001. Collins, James C., and Jerry I. Porras. Built to Last: Successful Habits of Visionary Companies. New York: Harper Collins, 1994. Nanus, Burt, and Stephen M. Dobbs. Leaders Who Make A Difference: Essential Strategies for Meeting the Nonprofit Challenge. New York: Jossey-Bass, 1999. Fidler, Marybeth. “Building Learning Community.” Association Management May 1995: 40-47. Senge, Peter M. The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. New York: Currency/Doubleday: 1994. Tecker, Glenn, Cate Bower, and Jean Frankel. “ASAE’s New Model of Decision Making.” Association Management August 1999: 43-49. Tecker, Glenn, and Cate Bower. “Why Good Executives Get Fired.” Association Management December 1992: 32-40. Tecker, Glenn H., Jean S. Frankel, and Paul D. Meyer. The Will to Govern Well. Washington, DC: ASAE Foundation, 2002. Tecker, Glenn H., Jean S. Frankel, and Paul D. Meyer. Executive Summary: The Will to Govern Well. Washington, DC: ASAE Foundation, 2002. Tecker, Glenn, Jean S. Frankel, and Paul D. Meyer. “Toward Better Governance.” Association Management August 2002: 46-56. Tecker, Glenn, Jean Frankel, and Paul D. Meyer. “Revised Governance Gets It.” Association Management October 2002: 64-72. Bibliography

Slide121: 

Tecker, Glenn H., Kermit M. Eide, and Jean S. Frankel. Building a Knowledge-Based Culture: Using Twenty-First Century Work and Decision-Making Systems in Associations. Washington, DC: ASAE, 1997. Tecker, Glenn, Kermit Eide, and Jean Frankel. “In Pursuit of a Knowledge-Based Association.” Association Management. August 1997: 122-130. Tecker, Glenn, and Marybeth Fidler. Successful Association Leadership: Dimensions of 21st-Century Competency for the CEO. Washington, DC: ASAE Foundation, 1993. Tecker, Glenn H., and Marybeth Fidler. “The Better Board’s Role.” Association Management: Leadership Issue 1993: 10-16. Tecker, Irving J., and Glenn H. Tecker. “Big Boom Theory.” Association Management January 1991: 26-53. Treacy, Michael, and Fred Wiersema. Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market. Cambridge: Perseus Publishing, 1997. Bibliography (cont’d) To order any of the books or articles listed above,please contact ASAE at (202) 626-2723 or www.asaenet.org.

Worksheets: 

Worksheets Please detach and return the completed worksheets in this booklet as instructed throughout the session. Thank you!

Slide123: 

Step 3: Conducting Dialogue What Do We Know? (Comments on Question 1 - Needs & Preferences)

Slide124: 

Step 3: Conducting Dialogue What Do We Know? (Comments About Question 2 - Foresight about the Future)

Slide125: 

Step 3: Conducting Dialogue What Do We Know? (Comments on Question 3 - Capacity and Strategic Position)

Slide126: 

Step 3: Conducting Dialogue What Do We Know? (Comments on Question 4 - Ethical Issues)

Slide127: 

What Strategic Choices Do We Have? Step 4: Identifying Choices

Slide128: 

What Could We Do? Step 5: Analyzing Choices Choice 1: Advantages/Disadvantages

Slide129: 

What Could We Do? Choice 2: Advantages/Disadvantages Step 5: Analyzing Choices

Slide130: 

What Could We Do? Choice 3: Advantages/Disadvantages Step 5: Analyzing Choices

Slide131: 

What Could We Do? Choice 4: Advantages/Disadvantages Step 5: Analyzing Choices

Slide132: 

What Could We Do? Other Choices: Advantages/Disadvantages Step 5: Analyzing Choices

Slide133: 

Step 6: Determining Areas of Consensus Are there any choices we can eliminate? Are there any choices that could be combined with others? Is there one we can put together from the others or select on its own that we can agree on? What areas do we agree on? Where are our areas of disagreement? What information is needed to reach a confident decision in the future)?

Slide134: 

Step 7: Actions, Intent, Accountability What actions does this choice (or need for additional information) suggest about who needs to do what? What are the implications for the Board, Management Staff and/or other groups? Who will task whom for what? Who will be accountable?

Slide135: 

Step 8: Craft a Motion Background (Whereas) Action (Be it Resolved) Guiding Principles (Key Considerations)