As a volunteer leader of an association, if you were asked what three key success factors will be most important for your organization in 2010, what would your answer be?
In creating a list of activities or deliverables in which an organization needs to excel, leadership teams frequently include a standard group of six or eight. Typically, they'll list, "understanding our member’s needs," "producing desired benefits and services," "managing to the approved operating budget," "developing innovative member marketing programs," or “delivering a great annual conference.”
As you consider and prioritize, I suggest that it is important to limit your list of success factors to two, or at most three. Here's why... While these lists are complete, they can sometimes be so all-inclusive that they're not much more than "mom and apple pie." And the success factors listed by some leaders don't imply a true “focus” for their particular organization.
Yet, a razor sharp focus is exactly what's required for success. Focus on a few activities – on the most important activities – on those two or three key success factors for this year and for this time. In any non profit or business, there are two or three activities which are the primary determinants of success. If your organization is especially good at those activities and just mediocre at everything else, your association can be successful.
Determining Appropriate Key Success Factors
In the for profit world, such as in the computer software market, key success factors go to establishing efficient channels of distribution and providing post-sales support. Too much concern about writing "code" may be a technical nicety, but from a competitive point of view, it's a waste of business resources.
In the non profit world, the measures of success we have traditionally been proudest of include membership growth, new programs, increased revenue, and increased market share—particularly when they were accomplished with leaner budgets and fewer staff. While these measures are still on-target for many associations, some groups are looking at success differently in these difficult economic times. In their book, “7 Measures of Success - What Do Extraordinary Associations Do that Other Don't?,” ASAE and the Center for Association Leadership note that success for extraordinary associations is based on a commitment to purpose and mission, a commitment to continual analysis and feedback and a commitment to action.
Changing Success Factors Caused By a Down Economy
Rather than struggling to maintain traditional offerings and find new sources of revenue to prop them up, some associations are coming to terms with the fact that they simply can’t do it all any more, and they can’t do things the way they always have. These associations are revisiting their essential reasons for being, refocusing, and restructuring their operations and governance to be more relevant to their members and more responsive to the changing environment.
From downsizing or stopping specific programs to restructuring and co-locating events with like-minded groups, associations are exploring a myriad of ways to remain viable and to be successful. Here are examples of success factors that will ensure your organization’s relevance and growth for 2010:
- Making room for programs that produce - Use data to support a call for change. Engage members, provide valuable programming, and connect people to build relationships—this will serve to highlight the need to refocus resources and energies.
- Responding to industry downsizing- Declining revenue, dwindling numbers of core membership in the wake of industry downsizing, cost-cutting…sound familiar? These are the very same hurdles several AMG associations face. In addition, the number of companies willing to pay employees’ membership dues is declining. Association leaders should consider a business plan that details exactly what audiences the association should serve, the market and revenue growth potential, and how the organization would reorganize to take advantage of the opportunities. A board-approved new plan and structure should focus on expanding service to growth markets by shifting resources from the traditional, but shrinking, core membership.
- Developing a strategic, policy-making board which leaves the details to its staff and holds them accountable for outcomes - Many board members and volunteer leaders are seeing their role in this new light, and dropping partnerships and programs that aren’t contributing. The outcome: A strategic, future-focused board that is better able to embrace change. When the board and CEO have clarity of roles, agreement around outcomes, and are focused on the vision of what is going to be different, the politics of organization vanish.
