Visiting Old Friends: Updating Bylaws

It appears to be bylaw season around the office at AMG. Many of our clients have been taking the opportunity this summer to review and check to see if current practice and preferred procedures conform to what’s in their bylaws. And often they do not. If you find this to be the case, it may be time to revise this important governance document to better correlate with operational procedures and to better achieve desired outcomes.

When it comes to the basic governance of your association, the bylaws are the proverbial backbone. Or one could look at bylaws as the foundation for all policies and procedures of an organization. They are rules adopted by members that dictate how the members wish to be governed and have their organization operate. They also regulate all actions taken and decisions made. If the bylaws do not appropriately reflect the needs and current practices of the organization, trouble can occur.

Updating the bylaws to match the present practice and member preferences seems to be an easy choice. Maybe your organization needs a revamp of its election process, or perhaps, in the shifting of your organization’s management, a new board position is deemed necessary. Maybe a governance rule or regulation has been established that your membership needs to address. Whatever the situation is, we, as association leaders, should not be afraid to dig into the “mysteries” of our association’s bylaws and take a long, hard look at them.

There is always the threat of resistance to changes in association bylaws when revisions are being contemplated, with the flag of tradition or continuity being waved. I would never advocate for ignoring the history or traditions of an association or rewriting the bylaws from square one. I am advocating for making responsible changes and streamlining and simplifying with the payoff being a more efficient and successful association. It’s hard to imagine an organization whose needs have not changed at least a few times since they were founded and the bylaws written.

The benefits of revision to out of compliance bylaws definitely outweigh the potential backlash and heavy emotion which is sometime involved in the process. Bylaw revisions can make for a stronger and more effective non profit. In today’s best practice, removing bylaw hurdles to streamline operations and management can save much time and effort and really meet your member needs.

Now may be the time to explore the foundational governance document of your association. How can your governance be more effective, better achieve the mission and goals, and meet the current needs of your members? With strong and concise bylaws as the base of your organization, the operational policies and procedures will be able to flourish and you will be able to build your association into a successful industry and professional necessity.

But what is an Association Management Company?

When people ask me “what do you do?” I am pleased to tell them that I run an association management company. Depending on who asks the question, I will get a number of different responses; everything from a blank stare, to “what is an association,” to “oh, so you manage small associations who can’t afford to have their own staff?” Frustrating that AMCs are not better understood. The misperceptions regarding association management companies in the non-profit community are deep. Few understand that AMCs are one of the most effective and efficient ways for an association to deliver more benefits to members at less expense, not to mention the benefit of having significant technology and the experience and expertise of numerous AMC personnel that they could not otherwise afford.

Let me share with you a few of my favorite misperceptions:

• Associations that are managed by an AMC have small budgets.
• AMC staff are less-skilled generalists and that’s why they work at an AMC.
• AMC client executives are assigned to multiple clients and they can never keep their head above water juggling all their responsibilities..
• AMCs use a “cookie cutter” approach to delivering services to clients and believe one size fits all.

Now allow me to state the facts:

• AMCs are effective for associations of all sizes and shapes. According to research conducted by the AMC Institute,where I sit on the Board of Directors, AMC-managed association budgets range from as high $14 million annually to as low as $50,000 per year. Among AMG’s 15 clients, we have annual operating budgets that range from $400,000 to over $3 million.
• AMCs are a breeding ground for new ideas, innovations, and learning. Staff and executives are able to work with multiple professions and numerous industries, giving them a solid background and substantial frames of reference. This well-rounded background sets them up for a bright future as association professional or serves to deepen the knowledge and experience of more seasoned association executives.
• Many association executives who work for AMCs work exclusively with one client at a time. My experience is that the maximum client assignment could be two to three clients as more would certainly lead to diminished service. At AMG, we have 12 association executives who are exclusively dedicated to serving just one of our 15 clients. Further, each association client at this firm typically has between two to seven fully dedicated staffers each.
• AMCs allow associations to share investments in technology and other costly services. The investment for an association in association management software can be hundreds of thousand of dollars. AMCs typically make this substantial investment and then share the maintenance expense between clients, making the cost quite affordable.
• AMCs offer clients as much flexibility as they would have as stand-alone associations. Our motto is customized solutions delivered and we mean it! At AMG, we consider our flexibility our #1 service. Not surprisingly, it is one of the major reasons we are selected over less flexible options. As an example, Judy Nee, President of the National Afterschool Association stated: “The solid support and foundation of AMG is a great way for us to learn from others who know how to run an effective association. The flexibility of the consultation model to match the needs of the association is great, allowing us to keep our integrity while still integrating into AMG.”
• Being part of the AMC removes the hassle of HR legal issues. All staff are employees of the AMC and assigned to the association, eliminating the employment liability from the association.
• Most importantly, AMCs are bustling centers filled with colleagues with experiences you or your staff might not have. The multi-client perspective can be a huge benefit for associations looking to try something new or to solve a problem.

I hope these facts can provide some clarification for those who have had a different perspective on AMCs. In my mind, the benefits to an association in selecting the AMC model seem substantial. Still not convinced? I'd love to discuss the AMC model and AMG's services with you further.

A Virtual Handshake = Your Digital Reputation

Along with all of the things technology has brought to our lives, it has taken away one important aspect: privacy. With one quick click of the search button your employer, friends and family, favorite activities, dog’s name, past jobs, and photographs pop up on the screen. You could have a great online resume and CV but there is still reason to be concerned about this new transparency which the internet has brought upon us. Your reputation is no longer created through hand-shakes and networking. It is created through Google searches, Facebook, My Space, LinkedIn and can easily be explored by others who may have never met you. Bad news: you can’t do anything about the fact that people are looking online. Good news: you can control what they find.

Digital reputation management is a huge issue for individuals and associations alike. For individuals, your personal data can appear all over the web, either on purpose or accidentally. It is important to keep track of what you write and do on the internet because it can always be tracked and linked back to you. I always advise my family to “not put anything on the internet you wouldn’t want your grandma to see.” For all you know, she is probably on Facebook too! And this is even more important for those in or getting ready to enter the workforce. As an employer, one of the first things we do during the screening process is an online search.

As a volunteer leader or paid staff at a nonprofit organization, it is important to monitor your online actions for your own reputation’s sake but also for the sake of the organization you work or volunteer for. Your actions have an impact on the reputation of the nonprofit. Just as you wouldn’t use foul language at a board meeting or consume alcohol in excess at a conference, you don’t want to be doing these things online or in photographs found on the internet.

And yes, there could always be someone who is unhappy with you or your organization and writing about it loud and clear online. However by being proactive in making your online reputation positive, you can combat these negativities. For those running or leading nonprofits, I suggest you get testimonials of success from members or stakeholders and post them. Be transparent with records, minutes and association finances so people will trust you and the organization. The more open and honest you are, the more people feel like they know you and the less willing they are to listen to any negative points of view.

Creating a digital reputation can be a great way to reach out to potential or existing members, colleagues, and coworkers and welcome them into your life. By being honest and open on social networking sites or blogs you can allow people to “know” you through your online personality, allowing them to trust you and in turn, trust your organization. Be proactive and create your digital reputation before someone else creates it for you.