ASAE Handbook of Professional Practices in Association Management

John B. Cox, Susan S. Radwan

• Publisher: Jossey-Bass
• Year: 2014
• ISBN:
  9781118934982
• Edition: 3
• Topic: Business
• Subtopic: Nonprofit Organizations & Charities
• Index: Business

A new edition of one of the flagship books for CAE preparation

The ASAE Handbook of Professional Practices in Association Management covers the core functions of association management at a high but practical level, making it a go-to resource for professionals who are leading and managing membership organizations and those preparing for the Certified Association Executive (CAE) credential. Now in its third edition, this core text in the ASAE association literature offers practical, experience-based insights, strategies, and techniques for managing every aspect of an association or membership organization.

Organized into 35 chapters and presenting information based on experience and proven research into the skills and knowledge required for successfully managing an organization of any size, this book covers governance and structure, leadership processes, management and administration (including finance and human resources), internal and external relations, programs and services, and much more. This new edition incorporates increased emphasis on the c-level judgment required of Certified Association Executives and CEO-aspirants, as well as more comprehensive coverage of essential functions such as planning.

• Covers the range of functions essential to managing an association
• Serves as a flagship handbook for CAE prep and is one of only five designated "CAE Core Resources"; new edition is applicable to prep beginning with the May 2015 CAE exam
• Information is relevant and applicable to students and professionals alike
• Edited by the founding editor of Professional Practices in Association Management and a CAE instructor with more than 30 years of experience in preparing CAEs

Put the experts to work for you with this essential resource—written by association professionals and experts with 300 years of cumulative experience!

Chapter One
A Prescription for a Successful CSE

Cheryl O. Ronk, CMP, FASAE, CAE and Susan S. Radwan, SMP, ARM, CAE

The success of chief staff executives (CSEs) can be tied to perspective and focus more than anything else. The CSE's perspective—the way of thinking about himself or herself, others, the team, the organization, and the positioning of the organization—is a key variable for success.

Perspective and focus alone, however, will not carry a leader. The CSE needs knowledge of association concepts and strategies while fostering important connections to provide for long-term success. CSEs must possess qualities that lead others toward a preferred future for the industry or profession. The CSE plays the pivot position to communicate, direct, and manage staff and volunteers, plus work with other entities as partners, collaborators, and contributors toward the preferred future.

What makes a successful chief staff executive? Many individuals who should be very successful, according to their credentials on paper, fail within an association culture. Yet others who did not hold comparative credentials to other candidates identified in the search process grew into very successful CSEs. There is no one magical element or combination. It is a combination of perspective, personal traits, knowledge, experience, communication style, and fit with the organizational culture that results in success.

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What Does an Association Buy in a CSE?

When an organization selects a chief staff executive, what are they purchasing? Think about it. A scanner? A planner? A visionary? A leader? Consider the idea that they purchase culture and judgment.

The culture for the organization and the industry as a whole is heavily influenced by the long-term CSE. The CSE is responsible for the aligned values and vision across the whole organization: board, staff, and membership. The CSE's personal and professional values show through and set the tone for ethical behavior and organizational integrity. Staff asks for direction; the board asks for judgment. This judgment influences the culture and ultimately the brand of the organization.

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Unique Position

One of the key elements of successful chief staff executives is that they understand their positioning within the organization. The board has primary authority and secondary commitment for the association. The CSE has the primary commitment and secondary authority for decisions made. It is critical for a CSE to understand this dynamic, recognize the appropriate role that needs to be played, and leverage the value that role can provide.

Inside this unique position, a CSE needs to offer the board and staff a skill set beyond being an “expert” in a particular area of association management or industry expertise. Savvy CSEs establish the role in the following ways:

• They evaluate and recommend strategy based on alignment to the mission.
• They collect, evaluate, analyze, and make meaning of relevant data.
• They determine positioning and present recommendations to the board.
• They recognize the role of and plan for an appropriately sequenced process that yields board and member support.
• They build effective work teams and ensure a productive work environment.

These avenues make for better strategic decision making and stronger member buy-in.

Board Partner

The board and CSE are partners, with specific roles inside the partnership. The CSE implements the ideas of the board, which is accountable for its governance to the members.

Appropriately, the CSE brings ideas to the board to advance and position the association. A successful CSE ensures that board members are informed about the direction and achievements within the strategic plan, the capacity and efforts to expand the talent pool, and pursuits to enhance the industry or profession as a whole.

Much of the CSE's role is about working on the association so that it is relevant, efficient, and effective. The CSE often facilitates the board's work to create the what for the organization (for example, What is the preferred future? What strategies will be most effective? What values are important to our culture? What is member return on investment?) The CSE then works with staff on creating the how, or the means, to achieve the outcomes defined by the board. The CSE is the linchpin that keeps both alignment and focus on the right work. In essence, the CSE's role is synonymous with organizational performance.

Changing CSE Role

Not too long ago, to be successful, one had to know the other players in his or her industry; the association connection was the place to do just that. If you wanted referrals, you had to meet and greet. Who you knew was essential for effective communication and partnerships. Being elected to the board of an association equated to being at the top of your field. It was the ultimate recognition in the profession.

Over two decades ago, associations had a unique niche often related to why they were formed. Their “golden-handcuff” (affinity) programs were a guarantee of sustainability. Associations represented their members in the public policy, regulatory, or collective-bargaining arenas. The niche was driven by the members as a collective group, and the association only served specific needs that could be solved better together.

The formula for success was to follow a traditional association business model. For example, an association had to have a communications vehicle, a website, member education, a trade show, a public policy agenda, and the like.

Now we have moved to intensely analyzing what the members need and delivering it. The name of the game is “mass customization.” Thus the successful CSE has to know what can be delivered from an entrepreneurial perspective, listen for member needs, and provide solutions.

We live in a nonstop, dynamic environment in which we have few models to follow. It is even more important now to not only listen to members but also “read between the lines” and create member-supported solutions. It is equally important to know what is changing in the environment that will significantly affect members and the association as an entity so that you can prepare to meet the demands of that future state.

This requires a way of thinking that considers the association's relationship to allied associations around the world, regulators, legislators, and global partners. A CSE needs to focus on global competitiveness and strategic positioning of the association.

It is essential to become an organizational designer. How the organization looked ten years or even four years ago may not be right any more. The CSE has to continuously scan the environment, prioritize strategies, and evaluate opportunities. Just because another organization is providing a specific service does not mean it is the right fit for your organization. In fact, if another organization is doing it, what should your organization do differently? What is your differentiated value proposition in the marketplace?

To be an effective organizational designer one has to be open to innovations from other industries or professions. Interacting with peers at the local, state, and national levels, industry leaders and leaders from other sectors through your association executive community, leads to the possibility of cross-pollination. As a CSE, it is essential to learn from others outside the profession you represent. To build on the brilliance of others, you have to reach out beyond your regular networks.

Consider the story of the chief executive officer of Federal Express who, during a business trip, visited a grocery industry trade show. He was introduced to barcode technology at this event, which at the time was primarily marketed to grocers. Tracking packages appeared soon afterward and is still one of the elements of FedEx's success. He saw the innovation as relevant for his own industry and leveraged the opportunity.

Staying within the same circles and hearing the same stories will get you the same results.

Deliver Results

Today, CSEs are asked to deliver results, not just activity—or reports on activity via dashboards or other means. Understanding the return on investment (ROI) for divergent stakeholders and communicating that ROI is essential in today's competitive environment. ROI communication can only be directed from the top of the organization.

Since today is different from yesterday, and tomorrow will be different from today, successful CSEs must have intentional learning about their personal and professional growth. Some CSEs believe they know all there is to learn and could teach other executives about leadership. Really? Do we ever truly master this profession? Savvy CSEs see the value of continual learning. Like the medical and legal professions, perhaps we should “practice” leadership. “Practice” means repetition, learning from the experience, and mastering technique; in other words, continual learning and coaching. Part of that “practice” might include gathering new tools t...

Table of contents

• Cover
• About the ASAE-Wiley Series
• Title Page
• Copyright
• Dedication
• Preface
• Acknowledgments
• Chapter One: A Prescription for a Successful CSE
• Chapter Two: Mission
• Chapter Three: Management
• Chapter Four: Managing the Complex Association Enterprise
• Chapter Five: Business Models and Economic Drivers
• Chapter Six: Identity and Branding
• Chapter Seven: Financial Management
• Chapter Eight: Globalization
• The Planning Continuum
• Chapter Nine: Environmental Scanning and Futures Analysis
• Chapter Ten: Environmental Scanning: A Chief Staff Executive's Perspective
• Chapter Eleven: Strategic Planning
• Chapter Twelve: High-Yield Tactical Planning
• Chapter Thirteen: Business Planning
• Governance: An Introduction
• Chapter Fourteen: Governance Structures, Process, and Culture
• Chapter Fifteen: Governance Relationships: The CSE and the Board
• Chapter Sixteen: Volunteer Leadership Development
• Chapter Seventeen: Component Relations
• Chapter Eighteen: Membership Recruitment and Retention
• Chapter Nineteen: Standard Setting
• Chapter Twenty: Legal Issues in Association Standard Setting, Certification and Accreditation Programs, and Codes of Ethics
• Chapter Twenty One: Developing and Managing Programs, Products, and Services
• Chapter Twenty Two: Fundraising and Development
• Chapter Twenty Three: Meeting and Event Management
• Chapter Twenty Four: Certification Principles
• Chapter Twenty Five: Affinity Programs
• Chapter Twenty Six: Optimizing Professional Development
• Chapter Twenty Seven: Strategic Leadership
• Chapter Twenty Eight: Diversity and Inclusion
• Chapter Twenty Nine: Human Resource Management
• Chapter Thirty: Integral Technology Management
• Chapter Thirty One: Legal Issues
• Chapter Thirty Two: Legal Liability Risk Management
• Chapter Thirty Three: Facility Management
• Chapter Thirty Four: Building Effective Industry Supplier Partnerships
• Chapter Thirty Five: Knowledge Management
• Chapter Thirty Six: Research and Evaluation
• Chapter Thirty Seven: Government Relations, Public Policy, and Coalition Building
• Chapter Thirty Eight: Marketing and Communications
• Chapter Thirty Nine: Publishing and Media
• Index
• End User License Agreement