By Steven M. Worth, President at Plexus Consulting Group, LLC
When the signers of the Uruguay Round Multilateral trade agreement emphasized the need for transparency in the way the newly created World Trade Organization (WTO) would make its decisions, it heralded an end to the back room wheeling and dealing that had categorized the organization that it would replace. It was a transformative decision.
Isn’t the concept of transparency a good litmus test for any decision? The simple question—would you do what you did if anyone and everyone knew? One manager told me he advised his staff never to write anything in an email that they would not mind seeing on the front page of The Washington Post!
Transparency weeds out the harm that “insiders” can do to an organization. Transparency kills corruption in its tracks! Or to use another commercial jingle: Try it, you’ll like it!
Friday, July 31, 2015
Friday, July 24, 2015
Chapters
By Steven M. Worth, President at Plexus Consulting Group, LLC
Virtually every association membership survey our firm has undertaken over the past 17 years has shown that members most appreciate the local contacts they have with their association--as opposed to their relationship with the more distant national headquarters or even more distant international headquarters operations, if they have one. “Out of sight, out of mind” certainly holds true at this level. This means that in gathering and keeping members organizations that have an existing chapter network usually have a built-in advantage over organizations that do not.
But, having said this, we also know of many instances where either unruly or dormant chapters can cause mangers back in headquarters to pull their hair out in frustration. So which is it?—are chapters useful, or are they a management pain-in-the-neck?
The truthful answer is “both.” Chapters are an incredibly good tool for mobilizing the grassroots, and finding and keeping new members; but they are far from being maintenance-free. Those organizations that have the best chapter networks have understood that they are dependent on fallible, time-strapped, volunteers who mean well but who often lack the experience, knowledge and resources to do lead their chapters the way they might like; so headquarters has a big role to play if these well-meaning volunteers are not to end up embarrassed, harassed and bitter at their experience.
Well-run chapter networks have the following:
• A team or at least a person back at headquarters dedicated to working with the chapters
• A leadership recruitment plan for identifying and cultivating future chapter leaders
• A leadership training program designed to equip chapter leaders with the skills and knowledge they will need to do their jobs effectively
• A tracking mechanism through which chapters can compare their performance
• A list-serve through which chapter leaders can learn from each other
• A “chapter starter’s kit” that includes “best practices” and answers to frequently asked questions as well as a list of dos and don’ts
• Products and services developed at headquarters but offered through the chapters. (This might include ways in which distant chapters can participate remotely in association meetings and conferences in other parts of the globe.)
Successful chapters have the additional advantage of keeping headquarters on their toes. It is not uncommon to see large and successful chapters out-shine headquarters on occasion!—but this is a good problem to have.
Virtually every association membership survey our firm has undertaken over the past 17 years has shown that members most appreciate the local contacts they have with their association--as opposed to their relationship with the more distant national headquarters or even more distant international headquarters operations, if they have one. “Out of sight, out of mind” certainly holds true at this level. This means that in gathering and keeping members organizations that have an existing chapter network usually have a built-in advantage over organizations that do not.
But, having said this, we also know of many instances where either unruly or dormant chapters can cause mangers back in headquarters to pull their hair out in frustration. So which is it?—are chapters useful, or are they a management pain-in-the-neck?
The truthful answer is “both.” Chapters are an incredibly good tool for mobilizing the grassroots, and finding and keeping new members; but they are far from being maintenance-free. Those organizations that have the best chapter networks have understood that they are dependent on fallible, time-strapped, volunteers who mean well but who often lack the experience, knowledge and resources to do lead their chapters the way they might like; so headquarters has a big role to play if these well-meaning volunteers are not to end up embarrassed, harassed and bitter at their experience.
Well-run chapter networks have the following:
• A team or at least a person back at headquarters dedicated to working with the chapters
• A leadership recruitment plan for identifying and cultivating future chapter leaders
• A leadership training program designed to equip chapter leaders with the skills and knowledge they will need to do their jobs effectively
• A tracking mechanism through which chapters can compare their performance
• A list-serve through which chapter leaders can learn from each other
• A “chapter starter’s kit” that includes “best practices” and answers to frequently asked questions as well as a list of dos and don’ts
• Products and services developed at headquarters but offered through the chapters. (This might include ways in which distant chapters can participate remotely in association meetings and conferences in other parts of the globe.)
Successful chapters have the additional advantage of keeping headquarters on their toes. It is not uncommon to see large and successful chapters out-shine headquarters on occasion!—but this is a good problem to have.
Monday, July 20, 2015
The three things our clients need to do to transform to an innovative culture
By Steven M. Worth, President at Plexus Consulting Group, LLC
The three things our clients need to do to transform to an innovative culture:
1. Be absolutely committed in their belief that what they do matters
Measurables:
• low staff turnover
• belief in the organization’s vision and mission and passionate about their role(s) in helping to realize them—as measured by achievement of strategic objectives
2. Have what Thomas Edison once described as his “idea factory”—an interactive, fact-driven structure that consistently turns out cutting edge products and services, as perceived by the market(s) the organization serves
Measurables:
• growing sales of products and services that the organization produces at prices that cover the full costs of production
3. Embody an outward turning culture that celebrates a core belief that each other’s success is as important as their own.
Measurables:
• The number and quality of successful strategic partnerships the organizations cultivates
The three things our clients need to do to transform to an innovative culture:
1. Be absolutely committed in their belief that what they do matters
Measurables:
• low staff turnover
• belief in the organization’s vision and mission and passionate about their role(s) in helping to realize them—as measured by achievement of strategic objectives
2. Have what Thomas Edison once described as his “idea factory”—an interactive, fact-driven structure that consistently turns out cutting edge products and services, as perceived by the market(s) the organization serves
Measurables:
• growing sales of products and services that the organization produces at prices that cover the full costs of production
3. Embody an outward turning culture that celebrates a core belief that each other’s success is as important as their own.
Measurables:
• The number and quality of successful strategic partnerships the organizations cultivates
Saturday, July 11, 2015
Fact-based Decision Making
By Steven M. Worth, President at Plexus Consulting Group, LLC
When I was a staffer on Capitol Hill I recall hearing two different stories told quite often during debates on the Senate floor.
One was: There are three types of lies in the world—simple lies; damn lies; and then there are statistics!
The other was: As the Bible says, “Come let us reason together.” We all have our points of view on which we differ, but we should at least be able to agree on the facts—they are what they are. Facts are stubborn things….
Both assertions are true of course. No one needs a course in statistics to know that the gathering and presentation of facts is a serious matter and that a lot of pseudo-science underlies a lot of the “facts” we see cited in advertising that bombards us every day. But it is also true that no rational debate can occur and no sound decision can be made that is not founded on the facts. This is true in all cases and particularly true in board of director meetings—those groups of leaders made up of “type A” personalities, all of whom are quite certain they know the way forward…..
As association managers, we have all had to herd cats on occasion, haven’t we? In this, facts have a way of focusing attention in the right direction. Lacking this compass, we are faced with rule by the most dominant personality, the loudest voice, or the one most skilled in Machiavellian intrigue.
But what are these facts on which your organization makes its decisions? Are they what is true for your board of directors, according to their experience?--your membership, according to their needs and perceptions?—or are they what is true for the market at large? When they differ, which set of facts weigh most heavily on the scales for your organization?
When I was a staffer on Capitol Hill I recall hearing two different stories told quite often during debates on the Senate floor.
One was: There are three types of lies in the world—simple lies; damn lies; and then there are statistics!
The other was: As the Bible says, “Come let us reason together.” We all have our points of view on which we differ, but we should at least be able to agree on the facts—they are what they are. Facts are stubborn things….
Both assertions are true of course. No one needs a course in statistics to know that the gathering and presentation of facts is a serious matter and that a lot of pseudo-science underlies a lot of the “facts” we see cited in advertising that bombards us every day. But it is also true that no rational debate can occur and no sound decision can be made that is not founded on the facts. This is true in all cases and particularly true in board of director meetings—those groups of leaders made up of “type A” personalities, all of whom are quite certain they know the way forward…..
As association managers, we have all had to herd cats on occasion, haven’t we? In this, facts have a way of focusing attention in the right direction. Lacking this compass, we are faced with rule by the most dominant personality, the loudest voice, or the one most skilled in Machiavellian intrigue.
But what are these facts on which your organization makes its decisions? Are they what is true for your board of directors, according to their experience?--your membership, according to their needs and perceptions?—or are they what is true for the market at large? When they differ, which set of facts weigh most heavily on the scales for your organization?
Friday, July 3, 2015
High Tech or High Touch?
By Steven M. Worth, President at Plexus Consulting Group, LLC
This news lead caught my attention:
“Supermarket giant Kroger Co. (KR) is winning the war against lengthy checkout lines with a powerful weapon: infrared cameras long used by the military and law-enforcement to track people.”
Aren’t those association managers of membership organizations who feel they are offering their members something special by eschewing technology in favor of more personal human interaction gambling that a personal touch will outweigh a member’s consideration of cost and time as factors that they value most? As much as I value (sometimes) talking with a human being, when it comes to service, I much prefer not waiting in line or being put on hold before being able to get the product or service I want. Don’t most people feel the same?
Although the upfront costs of technology may be high, these costs are or should be paid for by the first or second year through the savings in efficiency that they generate. So while the human touch may have its charming side, managers would do well to recognize this approach is silently siphoning off capital your organization could be using to create the new products and services you need to maintain your organization’s relevancy and competitiveness in an increasingly competitive landscape.
I like the military reference of this news headline—because it seems to me a manager’s role in part is to wage war against organizational inefficiency and ineffectiveness. Will Kroger’s approach work?—maybe, maybe not but their managers deserve credit for their creative and right-thinking approach in seeking to provide better service.
This news lead caught my attention:
“Supermarket giant Kroger Co. (KR) is winning the war against lengthy checkout lines with a powerful weapon: infrared cameras long used by the military and law-enforcement to track people.”
Aren’t those association managers of membership organizations who feel they are offering their members something special by eschewing technology in favor of more personal human interaction gambling that a personal touch will outweigh a member’s consideration of cost and time as factors that they value most? As much as I value (sometimes) talking with a human being, when it comes to service, I much prefer not waiting in line or being put on hold before being able to get the product or service I want. Don’t most people feel the same?
Although the upfront costs of technology may be high, these costs are or should be paid for by the first or second year through the savings in efficiency that they generate. So while the human touch may have its charming side, managers would do well to recognize this approach is silently siphoning off capital your organization could be using to create the new products and services you need to maintain your organization’s relevancy and competitiveness in an increasingly competitive landscape.
I like the military reference of this news headline—because it seems to me a manager’s role in part is to wage war against organizational inefficiency and ineffectiveness. Will Kroger’s approach work?—maybe, maybe not but their managers deserve credit for their creative and right-thinking approach in seeking to provide better service.
Saturday, June 27, 2015
Helping Your Board to Be More Effective: Five keys for high-level governance
By Virgil Carter, Plexus Consulting Group, LLC
Despite the great diversity among non-profit organizations, we all seek effective governance by our boards.
A critical starting point is to recognize what a vital resource time is. Recruiting new board members is challenging because volunteers are concerned about drains on their time. Governing well is critical because a board’s time together is limited. Thus, how you and your board use your time matters.
No one wants to be associated with a governing board that is unsure of its role, unproductive, boring, or contentious. Effective (and enjoyable) governing boards tend to be forward-looking, and provide the maximum effective (and enjoyable) leadership, especially when time is limited. Effective boards tend to focus on the one role that they, and no one else, can fulfill: organizational strategy and priorities designed to fulfill the organization’s mission. What are strategic boards? Strategic boards spend the majority of their time identifying broadly important outcomes, setting priorities, ensuring needed resources and monitoring the way the staff and other volunteers implement major initiatives designed to achieve the desired strategic outcomes.
Here are five steps volunteers may take for an effective, productive, and rewarding governing board.
1. Define success. Establish and practice a shared definition of organizational success. No matter how well an organization may perform in any 12-month period, if it can’t perform effectively year in and year out, it can’t really be called a successful organization. Thus, success has a lot to do with organizational consistency and continuity over time.
2. Understand your core assets. Every organization has core assets. Typically they include: 1) knowledge, 2) community, and 3) advocacy. These are the resources for an organization’s accomplishment of its mission. Volunteers and staff must be strategically focused on the welfare of core assets that cause members and customers to value the organization.
3. Think the unthinkable. Ours is a rapidly changing world in which we face unprecedented competition. To remain both up-to-date and competitive, focus on and prepare for the unthinkable—both opportunities and threats. Effective boards consider the one thing that would most revolutionize their organization and the one thing that would most jeopardize it. Thereafter, boards focus strategically to realize the opportunity and
head off the threat.
4. Set priorities and monitor them. Resources are always finite—there are never enough. So develop strategic priorities and communicate what is truly important. To maintain a strategic perspective, boards must think in terms of what is important, not how to achieve results. The staff and others of the organization’s operational side are the ones to be held responsible for executing the action.
5. Establish a respectful staff partnership. The professional staff of an organization offer important resources—so important that it may be impossible for a board to be truly strategic without them. For example, staff members may have access to knowledge, contacts, and resources that may be unknown to a board. The staff is uniquely positioned to help develop and implement a definition of organizational success that’s built upon consistent performance, year after year.
Effective boards are both enjoyable and productive where it matters most: achieving the organization’s mission.
Despite the great diversity among non-profit organizations, we all seek effective governance by our boards.
A critical starting point is to recognize what a vital resource time is. Recruiting new board members is challenging because volunteers are concerned about drains on their time. Governing well is critical because a board’s time together is limited. Thus, how you and your board use your time matters.
No one wants to be associated with a governing board that is unsure of its role, unproductive, boring, or contentious. Effective (and enjoyable) governing boards tend to be forward-looking, and provide the maximum effective (and enjoyable) leadership, especially when time is limited. Effective boards tend to focus on the one role that they, and no one else, can fulfill: organizational strategy and priorities designed to fulfill the organization’s mission. What are strategic boards? Strategic boards spend the majority of their time identifying broadly important outcomes, setting priorities, ensuring needed resources and monitoring the way the staff and other volunteers implement major initiatives designed to achieve the desired strategic outcomes.
Here are five steps volunteers may take for an effective, productive, and rewarding governing board.
1. Define success. Establish and practice a shared definition of organizational success. No matter how well an organization may perform in any 12-month period, if it can’t perform effectively year in and year out, it can’t really be called a successful organization. Thus, success has a lot to do with organizational consistency and continuity over time.
2. Understand your core assets. Every organization has core assets. Typically they include: 1) knowledge, 2) community, and 3) advocacy. These are the resources for an organization’s accomplishment of its mission. Volunteers and staff must be strategically focused on the welfare of core assets that cause members and customers to value the organization.
3. Think the unthinkable. Ours is a rapidly changing world in which we face unprecedented competition. To remain both up-to-date and competitive, focus on and prepare for the unthinkable—both opportunities and threats. Effective boards consider the one thing that would most revolutionize their organization and the one thing that would most jeopardize it. Thereafter, boards focus strategically to realize the opportunity and
head off the threat.
4. Set priorities and monitor them. Resources are always finite—there are never enough. So develop strategic priorities and communicate what is truly important. To maintain a strategic perspective, boards must think in terms of what is important, not how to achieve results. The staff and others of the organization’s operational side are the ones to be held responsible for executing the action.
5. Establish a respectful staff partnership. The professional staff of an organization offer important resources—so important that it may be impossible for a board to be truly strategic without them. For example, staff members may have access to knowledge, contacts, and resources that may be unknown to a board. The staff is uniquely positioned to help develop and implement a definition of organizational success that’s built upon consistent performance, year after year.
Effective boards are both enjoyable and productive where it matters most: achieving the organization’s mission.
Saturday, June 20, 2015
Caring and Giving In
By Steven M. Worth, President at Plexus Consulting Group, LLC
The world and everything that is in it belongs to those who care the most.
How is that for a breathtaking statement? But think about it for a moment, isn’t it true? In the competition for scarce opportunities, how many opportunities fall into the hands of those who don’t care? It happens in lotteries and fairy tales perhaps, but otherwise not often in real life.
In these stressful times, we are seeing things we have rarely seen before—boards of directors giving up on organizations that were placed in their care by deciding to close up shop or to merge their organization into another. Like a person or a favorite pet it is difficult to see an organization die.
But unlike human and animal life organizations do not have a finite lifespan. Theoretically they could go on forever; so any organizational death is premature. In effect a decision to terminate an organization’s existence represents a failure of sorts, of those who were responsible for guiding it.
So what?--failures happen, and when they do sometimes the wisest course is to graciously admit defeat and to move on in the least painful way possible. But these are difficult times. Nearly every organization is suffering and during a time that requires creativity and fortitude I feel sorry for organizations that are being led by individuals with a low threshold for pain.
The late psychiatrist Scot Peck expounded on his thesis in his best selling book, A Road Less Traveled, that many if not most of his patients were people who found themselves in great emotional and even physical misery because of their fear of confronting problems or challenges they had encountered in their lives. I think the same may be true for the leaders of many organizations—that rather than change the way things are done when they clearly are not working, they choose instead to “stay the course” and ignore the obvious until it can be ignored no longer--thereby precipitating the death of the organization they supposedly care for so much.
Is this too harsh? Perhaps for some organizations it is; but I think it might bring relief to all leaders to remember to put things in their context. Winston Churchill did this so well in his famous “Never give in” speech which I have excerpted below:
The world and everything that is in it belongs to those who care the most.
How is that for a breathtaking statement? But think about it for a moment, isn’t it true? In the competition for scarce opportunities, how many opportunities fall into the hands of those who don’t care? It happens in lotteries and fairy tales perhaps, but otherwise not often in real life.
In these stressful times, we are seeing things we have rarely seen before—boards of directors giving up on organizations that were placed in their care by deciding to close up shop or to merge their organization into another. Like a person or a favorite pet it is difficult to see an organization die.
But unlike human and animal life organizations do not have a finite lifespan. Theoretically they could go on forever; so any organizational death is premature. In effect a decision to terminate an organization’s existence represents a failure of sorts, of those who were responsible for guiding it.
So what?--failures happen, and when they do sometimes the wisest course is to graciously admit defeat and to move on in the least painful way possible. But these are difficult times. Nearly every organization is suffering and during a time that requires creativity and fortitude I feel sorry for organizations that are being led by individuals with a low threshold for pain.
The late psychiatrist Scot Peck expounded on his thesis in his best selling book, A Road Less Traveled, that many if not most of his patients were people who found themselves in great emotional and even physical misery because of their fear of confronting problems or challenges they had encountered in their lives. I think the same may be true for the leaders of many organizations—that rather than change the way things are done when they clearly are not working, they choose instead to “stay the course” and ignore the obvious until it can be ignored no longer--thereby precipitating the death of the organization they supposedly care for so much.
Is this too harsh? Perhaps for some organizations it is; but I think it might bring relief to all leaders to remember to put things in their context. Winston Churchill did this so well in his famous “Never give in” speech which I have excerpted below:
- But we must learn to be equally good at what is short and sharp and what is long and tough….
- Never give in. Never give in. Never, never, never, never--in nothing, great or small, large or petty--never give in, except to convictions of honor and good sense…..
- Do not let us speak of darker days: let us speak rather of sterner days. These are not dark days; these are great days…..and we must all thank God that we have been allowed, each of us according to our stations, to play a part in making these days memorable….
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