Organizational Management « Association 2020

Posts filed under 'Organizational Management'

Shifting Social Media Business Strategy from “What” to “Why” and “How”

Last week I delivered a presentation in Chicago outlining the generalized steps for developing a social media business strategy to a wonderfully engaged audience of around 80. In connecting one-on-one with a number of those in attendance prior to the start of the session, my perspective is further reinforced that most organizations are generally trapped inside the rapid reaction phase of social media strategy, which often fails to take into consideration the true opportunity presented by the social web.

Many are treating the social web with a “gold rush” mentality which as I’ve written before very much feels reminiscent of the dot.com rush and bust of the late 90s. I would like to take this opportunity to remind everyone that true social web strategy in my estimation is not a “get-rich-quick” scheme, rather it is an investment of time and disciplined business planning like any new business strategy.

Want a shortcut to getting on the right track in the development and implementation of social media business strategy? My advice is to focus/refocus your thinking away from “what do we do?” mentality toward the better questions of “why” you are engaging in social media in the first place and “how” social media will help you advance the mission, vision and goals of our business.

While this sounds overly simplistic at first glance, the difference between the “what”-focused approach compared to the “why/how”-focused approach could be the difference between success and disaster. In other words, the question you must ask yourself is whether you are rushing a series of half-thought tactics into the marketplace full of uncertainty OR are you investing in a solid business planning process unique to your organization geared toward evolving and advancing your business mission in an effort to adapt to the opportunities and realities of this new business environment.

Remember, the true successful practice of eCommerce emerged as a disciplined long-term business strategy in the aftermath of the dot.com craze which produced countless business models which have succeeded for new and existing business enterprise. I predict the same will hold true for web 2.0 and social media in that once the smoke clears from the craze and “snake-oil” presently saturating the air, we will find that those who succeed in tapping into the social web did so through a deep understanding of the psychology behind social media participation as it relates to their business and the development/execution of a well-conceived creative business plan which is integrated within the overall business model of the organization.

Add comment December 21, 2009

What Social Media Means to Associations – Beyond Mere Facebook Pages and Twitter Accounts

I’ve recently had the wonderful opportunity to deliver presentations to a variety of individuals and organisations regarding how social media is already transforming the future of associations. Through these experiences, I’ve listened carefully to fears, perceptions and admirable admissions of a lack of functional understanding relating to what social media means to associations.

I also hear allot about Facebook pages and Twitter accounts, as if that is somehow enough to leverage the potential of the social web. The reality is social media is more than a communication channel, rather it is a one-to-one and one-to-many conversation and relationship-building tool. The same types of conversations and relationships we have been engaging in with current and prospective members for years. It’s also a business strategy, just like other vital aspects of organizational operations provided it is already acceptable for staff to answer the phone and handle attendee questions at conferences.

Simply put:

The social web is an opportunity to expand your association sphere by listening, connecting, engaging and building vital relationships which expands your association sphere.

Why is this important? Because conversations and relationships are what led to the creation of associations in the first place. Further, social cohesion is the glue which holds together and propels our organizations.

A member’s commitment to an association is measured by the extent to which they feel a connected part of the organization. The way members connect to an association is through some form of engagement or participation. Before the social web, it required a greater sacrifice and investment to participate (planes, trains and automobiles), but today the social web provides an inexhaustible opportunity to connect and participate.

As the saying goes, the more things change, the more they remain the same. The social web is simply a smarter tool with which we can adapt and greatly expand our mission. With the right organizational foundation, we can all be ready when Facebook inevitably becomes tomorrow’s MySpace. While the platforms will continue to change, the “rules” will always remain the same.

I designed the cluster symbol above to demonstrate the way in which a like-minded group of people bond together to form an association. Clusters form within associations to initiate new projects and components. Today, new clusters are forming outside the walls of your association, in almost every case not to replace you but to give rise to issues and concerns facing a trade or profession. As associations, our goal is to reach out and create new bonds with individuals and groups working in support of our interests. This symbol is also the official symbol of my new consulting practice, Social Frequency Media, which I started out of a deep desire to help associations transform their futures and leverage the potential of social media. I hope you will find the above information and other postings here at Association 2020 useful. SM

3 comments December 7, 2009

FTC Guides Suggest Social Media Policies and Procedures Might Reduce Liability Risks

At the onset of this post, I want to be very clear that I am not intending to send fear coursing through the veins of senior management nor should this be construed as a “let’s all find another reason to fear social media”.

Quite conversely, part of leveraging a strong social media business strategy is ensuring the appropriate operational controls are in place. Policies, standardized practices and process are a responsible part of any business strategy and the business strategy of social media should be no exception.

This week, potential liability regarding the use of social media hit home as the Federal Trade Commission (FTC) released new Guides concerning the use of endorsements and testimonials in advertising. Essentially, the new guides will work to ensure a higher level of honesty and transparency in the use of the social web for the purpose of marketing in terms of “pay to say” disclosure and factual representations.

Though I am not a lawyer (nor have I ever played one on TV) and always encourage consultation with legal counsel, I did read through the 81 page FTC document yesterday and came across an important consideration which I don’t believe has been adequately highlighted. That consideration is the liability an employer faces for the actions of employees engaging in social media activities either within or outside the scope of their work responsibilities. The FTC addresses this scenario in response to a question which appears to have arisen during an open comment period relating to employer liability. Below is a verbatim excerpt from the FTC’s response:

“…although the Commission has brought law enforcement actions against companies whose failure to establish or maintain appropriate internal procedures resulted in consumer injury, it is not aware of any instance in which an enforcement action was brought against a company for the actions of a single “rogue” employee who violated established company policy that adequately covered the conduct in question… The Commission does not believe, however, that it needs to spell out the procedures that companies should put in place to monitor compliance with the principles set forth in the Guides; these are appropriate subjects for advertisers to determine for themselves, because they have the best knowledge of their business practices, and thus of the processes that would best fulfill their responsibilities.” see page 48 of the complete FTC document for full text

What this means is it is time to create social media policies and practices within your organization which carefully balance innovative business uses of social media with clear lines drawn on unacceptable practices.

While it is my intention to use my Association 2020 blog to add value to our community rather than endlessly promote my consulting practice, Social Frequency Media Communications, this is one instance where I want everyone to know that social media internal policy and procedure development is a core part of my services. Click here to learn more about Social Frequency Media Communications or feel free to contact me directly at stuart@socialfrequency.net.

Add comment October 9, 2009

In Praise of Organizational Simplicity: A Tip for Overcoming the Failure of Complexity

It’s easier to start simple and build complexity than to begin with complexity and try to simplify.

In a moment of clarity after a long meeting this morning, the thought above emerged in my mind like the glow of the first warm Spring day after a long Chicagoland Winter.

Many senior executives within associations pride themselves in falling somewhere on the management spectrum between business engineer and mad scientist working within their often transmorgified office laboratory… all in search of that elusively defining breakthrough, process, product, service, procedure, partnership, business model, strategy, quality measure, restructure or operational maneuver that will certainly transform their immediate organizational world as they know, lifting their organization to the envious accolades of counterparts round the world.

While the core concept nestled within it’s own complexity might truly be a great idea, the awful truth is that complexity often turns out to be less than a success formula. Here are the reasons:

Fundamentral Principles of Change: While the complexity may seem as clear as that spring day to the executive mad scientist, chances are it is probably going to be pretty foreign to those who will be charged with converting the complexity into success. When complexity is used as a starting point, it overhelms others drawing them away from their comfort zone into a sense of fear and insecurity. Reducing complexity to simplicity after the fact can be a damaging and trust-eroding process. Save your leadreship capital for larger battles.

Investment/Participation: Change always presents an opportunity to either strengthen or alienate an organizational team. When an executive approaches the table with answers, rather than questions, there is suddenly little for other key stakeholders to contribute. Remember, while we must work for a living, we choose a profession because we want to make a difference through our unique talents and abilities on some level.

To come to the table with a complex solution is like kicking a chef out of a kitchen and telling him that he is only needed to set the tables in the dining room. It leaves little for others to contribute or invest themselves in more deeply.

Perspective: Even the most visionary executive on her very best day is still a mere inconclusive piece of a larger puzzle, despite how revealing the piece might be. A powerful idea can be an accelerated starting point but by no means a decisive end point. We must bring our pieces of the puzzle to the table as starting point for others to place their pieces of the puzzle onto the table to construct a clearer picture. Out of simplicty emerges clarity.

House of Cards: As leaders, we must never become complacent or blinded by the simple fact that our reputations and credibility are like a house of cards that require countless hours of patience, focus and concentration to build up, but only a matter of seconds to come tumbling down. Build up that leadership capital and hope you’ll never have to draw from those reserves.

The Remedy: Think with the complexity of a general, but act with the simplicity.

Add comment April 9, 2009

Responding to Challenges in Volunteer Management

reno-window Last week I had the wonderful opportunity to co-present a program for Association Forum entitled, Essentials of Volunteer Management, with Monica Love from AMTA. To our participants reading this post, thank you again for your valuable participation.

First off, let us all celebrate the motivation and contributions of volunteer association leaders across the country and all over the world. We are able to enjoy our rewarding careers in association management mainly because volunteer leaders have stepped forward throughout time to form… well… associations.

At the onset of our session, Monica and I recorded a number of questions from our audience of professionals pertaining to particular volunteer-related challenges they were facing in their own organization. Judging from the questions, I think by some stroke of irony we may all work for the same association. In reality, none of us are alone when it comes to these familiar challenges.

To mine and Monica’s astonishment, the dialogue was so wonderful that we actually ran out of time after the 3-hour session. Nonetheless, I promised our attendees that I would address some of the questions here on Association 2020. So, without further ado:

Q1: What do you do with a volunteer who won’t let go?

First, we should all be thankful to a certain degree for the volunteer who won’t let go. The challenge arises when volunteers attempt to dominate a particular role leaving little opportunity for new volunteers.

From a policy standpoint, I have to say that after years in both politics and association work, I am a strong believer in term limits. When I say “term limits” that should not be construed to mean “term breaks”. Once a volunteer leader has reached the limit of her term, she should move on to other opportunities to serve the organization rather than recycle back after time. To realize the full impact and benefit of volunteer engagement, we must afford as many opportunities as possible for members, and even non-members, to become involved.

So what happens when a volunteer reaches their term limit? Work to identify the individual volunteer’s core strengths/interest and find another area of the association which will be mutually beneficial to both parties. Remember, volunteers are not simply volunteers, they are loyal promoters and ambassadors of your association… they are attendees at your conferences. To many, volunteering is a valuable member benefit, after all it is their association. The more connected volunteers feel, the greater their association evangelism. If necessary, identify a need and create new roles for your veteran volunteers.

Q2: How do you overcome disruptions in organizational continuity during leadership transitions?

Be proactive. If you approach your leadership about updating your strategic plan and they tell you its not necessary because it was just update five years ago you have two options. Option 1, polish your resume and run for the hills. Option 2, the preferred option, is seek to understand your leaders perspectives regarding strategic planning as well as points of shared vision within their group.

A multi-year approach to strategic planning should be a regular ongoing function of association boards and staff. A commitment to a comprehensive strategic planning process will enable your association to:

Be objective in identifying the present and future needs of members and their profession/trade on a regular basis.
Factor environmental/industry trends and developments into the decision-making process.
Create alignment between governance and operations.
and, yes, instill a sense of institutional continuity between years and leadership transitions.

Beyond strategic planning, create a comprehensive leadership ladder which invests incoming leaders early on in the business of the association. The usual succession consists of a “Vice-…” or a “….-elect” or perhaps even a year as secretary/treasurer. But why not create additional levels of executive leadership or by-law requirements for certain areas of service in the overall qualifications for office. Wouldn’t it be terrific to have top leaders who had served as volunteer leaders over the core areas of your association’s business, such as conference chair, education chair, membership chair, etc.?

. . . . . . .

Stay tuned! I will be responding to more questions in the near future. In the meantime, feel free to share your thoughts and ideas via a comment below. SM

Add comment March 25, 2009

4 Strategies for Recession-Proofing your Membership Base

(Below is an article I wrote which was recently published in the March issue of the ASAE Membership Section Council eNewsletter)

I would like to begin this review of recession-proofing membership strategies with a message of hope… never forget we are all in this together. From coin laundry operators to brain surgeons, we are all weathering the impact of the current economic storm which presently has both a direct and indirect stronghold not only on our country, but the entire world.

Regardless of how prepared or unprepared your association was for this calamity, there are fundamental ways in which the negative effects of recession can be countered in fortifying your membership base. While navigating the short-term, bear in mind the importance of retaining clarity and vision for the long-term. As you proceed, be cognizant of the unexpected opportunities which will arise amidst these dark days.

To jumpstart your efforts, below are 4 strategies to get you on the road toward recession-proofing your membership base:

SHORT-TERM STRATEGIES

STRATEGY #1 – Implement a “Call-to-Action” Messaging Strategy at All Levels

The ASAE Decision to Join Study revealed that association members place a higher importance on “good-of-the-order” association activities, which support and advance the profession, compared to personal benefit. At the end of the day, if your association is not there to advance your members professional and industry-based interests, then who will?

In these turbulent times, multiple pressure points are threatening all industries and professions. Further, competition for attention and influence at the local, state and national level is fierce. As a call-to-action for member support, Be certain to continually reinforce and communicate your association’s advocacy and public relations agenda/accomplishments to members as well as the challenges that will be facing them in the future.

STRATEGY #2 – Place Strong Emphasis on the Value of Membership Networks and Resources

Whether the individual member need is monitoring up-to-the-minute trends, identifying industry-specific strategies for weathering the recession or conducting a job hunt, there is no better time to promote the value of the resources, information and human connection your associations provides. Be certain to position your association accordingly placing a strong emphasis on the specific ways in which membership is your member’s best ally during recessionary times.

LONG-TERM STRATEGIES

STRATEGY #2 – Master the Art of the Emotional Value Proposition

Behavioral economics teaches us that the majority of economic decisions people make are based more on emotion even when rational facts are available.* The degree to which a member is emotionally engaged in your association may be the difference in determining whether or not she writes that check during tough economic times.

Simply put, we want our members to develop an emotional connection with our associations. Often, the difference is made not by what you give members, but in how you make them “feel” about themselves and their professional calling.

Beyond the practical value proposition of membership, cultivate an Emotional Value Proposition (EVP) which speaks to the heart of each member. If you’re not sure where to start, here are some ideas to consider:

§ Cultivate a deep understanding of the psychological motivation of your members in their professional pursuits as well as the impact of their profession/trade.

§ Cultivate pride by telling compelling stories about your association’s history, its accomplishments and the crucial role that each member plays.

§ Highlight and reinforce the importance of your members’ profession/trade in society.

§ Gather testimonials of people whose lives have been touched by your members’ profession/trade and develop emotive ways to present these stories.

§ Help your members become re-inspired in reconnecting them with their original calling to their profession/trade as well as highlighting the difference they make on a daily basis.

§ Demonstrate how your association brings together the collective emotional energy and potential of each and every member to achieve a higher common purpose.

(* see Behavioral Economics: http://en.wikipedia.org/wiki/Behavioral_economics )

STRATEGY #4 – Leverage Volunteerism as a Recession-Proofing Strategy

Regardless of the scope or duration of the opportunity, volunteering represents both a personal and emotional investment in your association. Positive volunteer experiences strengthen a sense of belonging and ownership between member and association.

ASAE’s Decision to Join Study not only illustrates the correlation between volunteer involvement and member loyalty, but also shows how involved members are more likely to be promoters of the association. Having a strong membership base of loyal promoters can make a significant difference during tough economic times.

2 comments March 9, 2009

Tips for Overcoming Leadership Ambiguity in Associations

What is leadership ambiguity? In many ways, one might consider it to be somewhat of an oxymoron as ambiguity can reach the level of being the anthithesis of leadership.

Based upon observations made along my career path over the past 14 years, I would define leadership ambiguity as an over-dependence on consensus and conflict sensitivity which yields a sense of ambiguity within stakeholders as to the direction, priorities and expectations of an organization. Leadership ambiguity can be a long-term pattern or it can flare up in specific instances. At one time or another, we have all been guilty of ambiguous leadership mainly because we are… well, human.

Given its inadvertent dilution of authority, leadership ambiguity can create a sense of teamwork extremism, resulting in somewhat of an implosion of team. An ambiguous organizational culture is a fertile environment in which emotional toxicity thrives in its power to hold progress hostage. Like a drifting ship without an anchor, leadership ambiguity often leans toward a preservation of peace and avoidance of perceived emotional volatility at the cost of prolonging the inevitable war. Ambiguous leaders are tested early and often by others in an attempt to establish how far the envelope can be pushed. If the leader isn’t willing to lead, either by design or default, there will always be others who are willing to step in lead by applying pressure.

The good news is patternistic amibguous leaders are often extremely well-intentioned individuals who are highly skilled in areas other than assertive or visionary leadership. Let’s face it, as leaders we all struggle with finding the delicate balance between micro-managing control and motivational consensus. But as a country song by Aaron Tippin once put it, “You’ve got to stand for something, or you’ll fall for anything”. Tippin also sings of not being a “puppet on a string” as well as ”never compromising for what’s right”. Perhaps it’s this quality alone which seperates leadership from management.

If you find yourself at any point along the spectrum of ambiguous leader, below are some tips for escapting these clutches of ambiguity :

Develop Strategic Leadership Themes: Identify the 2-3 key priorities which are crucial to your associations future and establish them as clear and recurring leadership themes. Continue to reinforce on a daily basis as they relate to the work of the association.

Identify Objective Key Measures for Prioritization and Decision-Making: Building upon strategic leadership themes, identify a set of key measures which are to be used in decision-making when internal groups or managers reach an impass. Participation and contrarian views are, of course, an important component of decision-making; however, in sorting through competing priorities it’s important to have guiding measures for fostering good decisions.

Cultivate and Use Leadership Captial: Leadership capital is the good will currency which is amassed through the effective use of inclusive participation, compromise and consensus. As leaders, we don’t want to take a hardline stance on every issue and as the saying goes, we should always choose our battles wisely. However, when dialogue has been exhausted and consensus is out-of-reach, it is time for the leader to step forward and lead. Looking for the courage or strength to do so? Re-visit the first two tips above and tap into your key leadership themes and key measures. Unless the situation is an absolute anomaly, be consistent.

Reach Out and Listen… Really Listen: When approaching difficult or controversial decisions, be certain to have provided plenty of opportunity for all immediate and extended stakeholders to share their perspectives, insights and reasoning with you. Ideally, the listening stage should occur before you have divulged your leadership direction. Even more, keep an open-mind to what is being said as it will likely help you further shape and fine tune your direction. Your final decision still may not win favor with stakeholders, but respect and trust can be retained when you have invested all stakeholders in the process. When people grow angry over decisions which are made, it’s usually because they never had a chance to participate in the dialogue to share their valuable perspectives and hidden risks.

Advance a Vision of the Future: We all dream of a better future for just about every aspect of our lives. The same holds true within an organization. Through data, trends and instinct, it’s important that the leader have a sense of where the organization is headed. This is important for two crucial reasons. First, a strong vision can be a great motivator for others to follow as the organization journey’s toward it’s future. Second, and perhaps more importantly, a clear vision can serve as writing on the wall to others within the organization who may not share the same ideals.

Help Toxic People Move On: The role of association leader is hard enough without having staff who may feel endangered for one reason or another which can often undermine your efforts. I realize ”toxic” is a fairly intense term. As a matter of fact, these types of individuals are not necessarily bad people as quite often they’re simply scared of change or of potentially losing control of their piece of the world. Sometimes they wake up and discover the association is no longer the same organization in which they once thrived. In my mind, an individual only becomes “toxic” when they spread their fear and discontent across the organization. At the end of the day, there is most likely a happier and much less stressful place out there for these types of individuals. Help them move on and one day they might realize it was the best thing that ever happened to them.

Be the Source of Unwavering Hope: Leadership can be as simple as providing hope when there is none to be had… a source of strength for others in their weakest hour. As leaders, we must have strong shoulders to lean upon and an inexhaustable degree of conviction. There will be times that there are no magical answers or words which can sugarcoat a tough situation; however, your team looks to you to lead them away from setback and back on track toward a better future. At the end of the day, there is no playbook or course which can teach “hope” as it is perhaps the most defining characteristic which seperates leaders from followers.

Lead on… SM

Add comment February 16, 2009

A Confluence Model for Building Activity-Centered Organizations

stuart-meyer2 The princple of this model is rooted in moving organizations from being department-driven to being activity-driven. Why is this important to associations? The philosophy and psychology of such an approach is rooted in the belief that when people begin to think of initiatives being centered around an activity rather than another department, the goal becomes shared and people become more invested in the outcome.

This is a silo-busting model which sheds “turf” in exchange for shared ownership, balanced collaboration and responsibility. Greater clarity and transparency helps to bring people together on the same frequency. In other words, the goal is to move groups of people from thinking “that’s not my problem” to a sense of “this is our shared problem”.

Think “confluence” in terms of “flowing into” a central place (multi-lateral) rather than “flowing from” (uni-lateral) a specific area. The focus is on the activity to be completed or problem to be solved, rather than who “owns” the issue.

I actually learned this principle while working in politics. The magnitude of selfless teamwork in political campaigns always amazed me. My own analytical viewpoint is that campaigns bring staff resources together because the work is cenetered around one central activity… the election of a candidate. However, I was always equally amazed by the vindictive hell and fury that breaks lose once a candidate wins as previous teammates begin to scramble for their own plot of political “real estate”.

What is the source of this fragile volatility? I believe the answer is the same in both political adminstrations as it is in the dynamics of any organization… the humanistic flaw of envy. For whatever reason, real or imagined, envy is the great initiating force for overt and covert human grudge matches. Referencing a previous posting, it’s the “Pfactor” (the people factor). We’re all human and have our share of flaws and insecurities.

So how do you overcome envy? You must focus on balancing the attention on the important and uniquely essential contribution of each person in the ultimate success of the endeavor. As a leader, to succeed in maintaining this level of morale and security in your team is extraordinarily difficult if you do what so many organizations do and that is to delegate the control and ownership of an initiative to specific department which creates the air of a “master/servant” realtionship. Nobody wants to be a servant to his/her peers… that’s where the “it’s not my problem” mentality kicks in.

Thus, the easier path to fostering a confluence of team is to shift the structure of activites from being around a particular department to residing around the activity itself, with each person’s contribution flowing into development, execution, completion and success. That way, not only is success shared, but so too is failure. Think of the possibilities.

What’s your next step toward this model? Look at your strategic plan and analyze how initiatives are aligned with staff… does there appear to be “domains”, “areas”, “primary” people, “categories” of staff or “divide and conquer” language? Embracing project management is another way to begin fostering a new mentality in terms of activity-centered alignment. Create management teams of key staff leaders who all have an equitable seat at the table from activity conception to completion.

Keep in mind, this doesn’t mean that every task is completed by committee, but rather the overall construct of activities are built around the essential contributions of each component with the organization as a whole being the primary owner and stakeholder of the activity. I am in the process of developing a visual model for this concept which I will share once completed. In the meantime, I will leave you to ponder the possibilities. SM

Add comment December 10, 2008

A Celebration of Failure and the Epic Misconception of Teaching and Learning

In looking back upon my unlikely Gump-esque path to my present-day life, I recently paused in reflection taking into consideration the relationship between teaching and learning. Beginning with our parents and formal education, the world attempts to teach us, mold us, warn us and protect us from the perilously alluring risks lurking around every corner as heavy doses of well-intentioned directional influence is administered to us as we attempt to write our own life’s prescription.

As we move into our professional lives, the misconceived promise of management and the illusion of leadership hinges on the thought that all we have to do is somehow operate as social pharmacists prescribing the ideal visionary path for our staff teams to follow and we will all live happily and successfully ever after.

Back in the real world, the truth is lessons cannot be taught, they can only be learned. While teachings help us rationalize the world around us, only personal experience can truly transform our reasoning and reshape our behavior. The implication for association executives is we must focus less on teaching and more on fostering learning.

How do we do foster learning and how is it different than teaching?

Teaching assumes that all we have to do is dispense knowledge which results in learned changes in behavior. But just because you teach somebody something utilizing your own knowledge and experience doesn’t mean anybody is learning anything. Teaching may very well plant a partial seed of knowledge, but experience is the soil, sunlight and water in which learning grows. What this means is the discipline of management and the art of leadership is a combination of timing, judgment, freedom, intervention and ongoing cultivation.

In life, our best experiences are often a by-product of our worst experiences. While success is undoubtedly a good feeling, it is a far less effective opportunity for learning than its distant cousin, failure. Could it possibly be said that the road to failure just might be paved with the complacent bricks of success? While success skews our self-perception, failure is the humanizing force which inspires transformational learning.

For these reasons, I encourage you to consider the positive implications of failure and focus on skillful art of learning in not not only guiding and influencing the actions of your staff, but more importantly, inspiring their personal development. After all, within every failure is a success just waiting to happen. SM

Add comment November 6, 2008

Association 2020

Posts filed under 'Organizational Management'

In Praise of Organizational Simplicity: A Tip for Overcoming the Failure of Complexity

Responding to Challenges in Volunteer Management

4 Strategies for Recession-Proofing your Membership Base

Tips for Overcoming Leadership Ambiguity in Associations

A Confluence Model for Building Activity-Centered Organizations

A Celebration of Failure and the Epic Misconception of Teaching and Learning

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