Published on January 12, 2008
Slide1: Leading to Success March 27, 2004 Designed and Facilitated By: 427 River View Executive Park Trenton, NJ 08611 (609) 396-7998 www.tecker.com Slide2: COPYRIGHT © 2004 BY TECKER CONSULTANTS, LLC - ALL RIGHTS RESERVED - These materials were specially prepared for instructional use by Tecker Consultants, LLC. No portion of these materials, in whole or in part, may be used in any fashion, or reproduced by any means, without the written permission of Tecker Consultants, LLC. For useful information, case studies and valuable links ... Please visit our web site: Slide3: The Special Nature of Leadership in Associations/Chapters The Leadership Partnership and a Focus on Strategy Developing Leaders and Attracting Volunteers Leading by Facilitating a Shared Vision and Focusing on Strategy Slide4: Question 1: ____________________________________________________ Question 2: ____________________________________________________ Question 3: ____________________________________________________ Current State Driving Forces (+) Restraining Forces (-) Realization of Full Potential PANEL DISCUSSION: PANEL DISCUSSION In your opinion, what are the most significant challenges to the future success of your chapter? Slide6: Three Keys for Sustaining Success The Leader as Architect Critical Elements for Excellence Four Obligations of Leadership Slide7: 1. A Reputation for Value - a portfolio of good stuff. 2. An Enjoyable Culture - based on trust and high communication. 3. A Nimble Infrastructure - that allows associations to quickly seize opportunities to create value. Three Keys to Sustaining Success Three Keys to Sustaining Success: Three Keys to Sustaining Success Does Your Organization Have the Three Keys to Sustaining Success? Slide9: Keys to Creating and Sustaining Success Current Assessment Reasons Notes A Reputation for Value An Enjoyable Culture Based on Trust Nimbleness; Able To Quickly Seize Opportunities Slide10: Influencing the beliefs and behaviors of others to unleash the creative genius of all parts of the organization on a day-to-day basis. Influential Leadership: Influential Leadership Great leaders influence the beliefs and behavior of others to unleash the creative genius of all parts of an organization on a day-to-day basis. They: engage in facilitating more than telling — Lead, don’t drive. understand that the association’s success is more important than one’s personal success. utilize a strategic agenda more than a personal agenda. know they are accountable to all members. leave the association in a better place than where they found it. State of the Art Association Leadership: State of the Art Association Leadership The emerging consensus in the field of CEO/CSO leadership is that in the next century, successful association leaders must first and foremost lead their associations by: utilizing their skills as organizational architects or designers who know how to put the various parts together; and being facilitators who make sure that the various parts work with excellence together (e.g., Board, staff, systems, infrastructure, etc.). A simple statistic: The average U.S. employee now works the equivalent of an extra month a year compared to his or her counterpart in 1970. Four Obligations of Leadership: Four Obligations of Leadership To ensure that the leadership team has access to a common stream of information from members and stakeholders that allows them to understand members’ view of the world. To provide a coherent stream of information back to members and stakeholders that allows them to understand not just what decisions have been made, but why. To bridge the gap between members/stakeholders view of the world and the views held by those who lead them. To understand that in the voluntary nature of associations, people choose to engage because they perceive that it is in their own self interest to do so. Slide14: 1. A Sense of Mission The focal point of commitment for both members and leaders. Guidepost against which to evaluate success and need for any change Should align with that of the national organization 2. An Involved and Committed Leadership Leadership should be a shared experience. With an involved and committed group of volunteer leaders, your Local is better able to serve members and relate effectively to National. 3. Presence of a Strong Leader Team Truly leads, creates a culture that enables and motivates others to work together Traits include: Possess clear goals; Has a vision to look beyond the day's crisis and the immediate horizon; Has the ability to develop strategies to achieve this vision and the capacity to involve others in the process; Has the courage to make extremely difficult decisions; A willingness to take risks. Three Critical Elements for Association Excellence Slide15: Leadership's Mission Three Roles and Three Functions of the Board The Will to Govern Well A Knowledge Based Governance Strategy The Leadership Partnership: The Leadership Partnership In an association, leadership is a unique partnership of member leaders, volunteers and staff. Successful leaders in the next century must, first and foremost, lead their associations through their skills as organizational architects/designers who know how to put the various parts of their associations together, and as facilitators who make sure that the various components work productively together. ASAE Executive Management Section Council: Leadership Development Priorities -1997 Three Basic Functions of the Board: Three Basic Functions of the Board To approve outcomes to be accomplished. To ensure the resources necessary for achievement are available and used efficiently. To make sure the desired outcomes are being achieved. Three Roles Of The Board: Three Roles Of The Board 1. The Corporate Role Hire the Chief Staff Executive Implement the Strategic Plan Oversee Programs and Resources of the Organization 2. The Legislative Role Establish Internal Operational Policy Approve Positions on External Issues of Interest to the Membership 3. The Adjudicator Role Choose between Positions Presented - Choose - Compromise/Create Alternative - Decide Not to Decide Slide20: What Leaders Choose to Focus On and How They Choose to Do It… The Will To Govern Well Knowledge Trust Nimbleness Three Key Elements: Knowledge, Trust, and Nimbleness: Three Key Elements: Knowledge, Trust, and Nimbleness In order to develop and sustain the will to govern well, associations need to focus on three primary areas in governance: The ability to make decisions based on knowledge rather than opinion; The need to create a culture of trust for staff and volunteers, with common agreement on what will define success; and The existence of a nimble infrastructure, with work and decision-making systems that can respond efficiently and effectively to the increasingly complex marketplace represented by the association. A WORKING DEFINITION OF STRATEGY: “An organized response to the environment, based upon a particular set of goals, that seeks optimal benefits to the organization's members and clients by: • building on strengths; and/or • building up weaknesses; in order to pursue the greatest possible advantage of opportunities and distinguish the organization from others.” ~Tecker and O'Neal~ March, 1986 A WORKING DEFINITION OF STRATEGY Slide23: from a traditional political model of decision making to a more rational or business-based model focused on information and insight Associations are Moving... Slide24: Four Key Questions For Knowledge-Based Decision Making Question 1. What do we know about our members /prospective members / customers - needs, wants, and preferences, that is relevant to this decision?* Question 2. What do we know about the current realties and evolving dynamics of our members marketplace /industry/ profession, that is relevant to this decision?* Question 3. What do we know about the “capacity” and “strategic position” of our organization that is relevant to this decision? * Question 4. What are the ethical implications of our choices? *What do we wish we knew but don’t? In a Knowledge-Based Governance Strategy: The nature of the board’s agenda changes.The Board spends its time using information, not collecting it; it moves from focusing on reviewing what was done to determining what needs to be done next. Background materials are organized differently. The Board does not require a motion or resolution to initiate dialogue on an issue. A meeting process is used that facilitates the Board’s movement from dialogue to deliberation. Up to 80 percent of Board meeting time is taken up with dialogue, deliberation, and decision making about issues of strategic direction and/or policy. Issues of capacity, core capability, and strategic position are routinely considered in deciding what to do. Volunteer leaders and staff are jointly facilitating, catalyzing, and encouraging dialogue on key strategic issues. In a Knowledge-Based Governance Strategy A Framework for Dialogue and Deliberation: A Framework for Dialogue and Deliberation 1. Identify the Mega Issue Question. 2. Prepare Background Information. 3. Conduct Dialogue on Informing the Issue. 4. Conduct Dialogue on Identifying Choices. 5. Conduct Dialogue on Evaluating Choices. 6. Determining Areas of Consensus or Information Needed to Reach a Decision in the Future. 7. Identify Actions, Intent and Accountability. 8. Craft a Motion. 9. Deliberate on the Motion. Types of Consensus…: Types of Consensus… Ideal Consensus – unanimity - the group is of one mind completely… Practical Consensus – the minority is willing to go with the majority view because they recognize that the decision meets the needs of the majority and those to whom they are accountable. Principles of Consensus: Principles of Consensus Practical Consensus exists when the following conditions have been met: All members of the group have been heard fully, frankly and respectfully. All members have been honest in their views and feelings. All views have been considered without prejudice. All relevant information has been shared equally among the group. Principles of Consensus: Principles of Consensus Practical Consensus exists when the following conditions have been met: (continued) The majority has made every possible effort to mitigate disadvantage to the minority Group members are willing to sacrifice their personal position for the sake of the whole group and those it is accountable to. Members act as if the decision were their own. Tips on Consensus: Tips on Consensus What are our points of agreement? What are our points of disagreement? Where do we have a consensus? A majority? A “ hung jury?” Why are we differing? Different goals or pressures? Different experiences? Different values? Hot buttons (certain word or concepts that prompt us to argue and become entrenched)? Agreement on Facts Congruence of Values Do You Have a Knowledge-Based Governance Strategy in Place Today ?: Do You Have a Knowledge-Based Governance Strategy in Place Today ? Does your organization have a process for planning strategically? Has the process for planning strategically identified a set of mega issues for the organization? Have those issues been scheduled for consideration over the coming 12-18 months? Are items on the agenda strategic or operational? To what extent is the agenda considering what needs to happen next as opposed to reviewing work already underway or completed? Are agenda items framed in questions that cannot easily be answered yes or no? Does the Board usually have the information they need to make a quality decision? Does the Board engage in a specific period of dialogue before its deliberation? Does the Board identify choices and consider advantage and disadvantages of each as part of their decision making? Is the Board reacting and ratifying rather than defining and delegating? Ask Yourself: Ask Yourself What aspects of the leadership partnership in your organization would you like to address in the near future? What aspects of a knowledge-based governance strategy would help your organization better seize opportunities in the future? Slide33: Typical Workforce Structure Evolving Role of Committees What is Involvement? Different Ways of Being Involved A Knowledge Based Governance Strategy Slide34: Typical Workforce Structure: Staff and Volunteers Volunteers: Committees Task Forces Ad Hoc Work Groups Professional Core Staff by: Functional Areas Strategic Goals Marketplaces Products/Projects Other Contract Services: Outsource Partners Flexible Workforce: Part-Time Temporary Role Of The Committee: Role Of The Committee The basic role of a committee is to act as the Board’s “thought-force” — to advise, suggest, and propose ideas and work to the Board as it executes its leadership and fiduciary responsibilities. Evolving Role of Committees in a Knowledge Based Governance Strategy…: Evolving Role of Committees in a Knowledge Based Governance Strategy… Committees serve as the authors (or co-authors with staff) of background papers on issues of significance to the organization. Provides illumination of the four knowledge bases. Frames the board’s consideration of the issues by defining possible choices and offering insight on the advantages and disadvantages of each choice. Committees provide relevant information and thoughtful strategic choices for the board (rather than a single recommendation for which the board does not have sufficient background and context). Committees participate, when feasible, with the board and senior staff in dialogue on whatever issue is being explored. Advantages of the Evolving Role of Committees…: Advantages of the Evolving Role of Committees… Committees become an active partner in the development of strategy. The board has more time and energy to address important issues because the committee has done the initial work of illuminating choices and logical outcomes. Committees have more knowledge of the deliberative process and the board’s discussion, action and intent on the issue. Committees illuminate, participate in, and then assume responsibility, along with staff, for action planning and implementation. Action plans for implementing the strategy can be created with greater ease because of the committee’s increased participation and enfranchisement in the process. Member Involvement: Member Involvement Attending a meeting… Working on a committee… Providing input on an issue… What kind of involvement will appeal to whom? Whose definition is right? How do we get people to truly “engage”? Does everyone need to be actively involved? Slide40: Why Are Members Not Participating ? Perceived Poor Value ? They do not believe the organization offers enough value. You offer the value, but do a poor job of communicating it. You promote well, but there are barriers to participation. Perceived Poor Experience ? Poor reputation Not attractive: No worthwhile focus Not rewarding work Not enjoyable people Why Is It Difficult to Attract Younger Members?: Why Is It Difficult to Attract Younger Members? 1. Programs are not relevant enough for younger members. 2. Programs are not interactive or hands-on. 3. It takes too long to get involved. 4. Leadership opportunities are not accessible. 5. Associations are not open to new ideas. 6. Associations are not welcoming to younger members. You can deny an accusation - but refusing to acknowledge it is denial. -anonymous insightful oldster Expectations of Future Members Related to Technology: Expectations of Future Members Related to Technology Members will want their association to use technology to identify and anticipate their needs - making valuable offers to them before they even know to ask for them. Members will want their association to use technology to give them instant easy access to useful knowledge, programs and services - at the moment and in a way they want it. Members will want their associations to use technology to enable them to actively participate in the work and decision making of the association - without having to travel to or be in a particular place at a particular time. Members will want their association to use technology to create a sense of community that fosters emotional attachment and connection. Ensure a Leadership Base: Ensure a Leadership Base Identify people with the greatest potential who may not volunteer and guide their development. Understand what makes a good leader and learn to recognize those traits. Identify and involve potential leaders in the group and reward them. Provide opportunities to enhance their potential. PANEL DISCUSSION: PANEL DISCUSSION What have you done to address the challenge of volunteer involvement in your Chapter? Slide45: Strategic vs. Operational Planning Resource Allocation The Role and Importance of Core Ideology and Envisioned Future Slide46: *Envisioned Future Relevant Environment Strategic Planning Operational Planning Big Audacious Goal Vivid Description Assumptions About The Future Mega Issues Value Discipline Annual Strategic Plan Review Priority Setting Program Planning Annual Operational and Budgeting Cycle *Core Ideology Core Purpose Core Values Goals Objectives Strategies Strategic Principles Organizational Strategy Strategy Development Using Knowledge-Based Dialogue and Decision-Making A Process for Planning and Thinking Strategically 30 Years - 20 Years - 10 Years- 5 Years - 3 Years - 1 Year * Adapted from Built to Last, Collins and Porras, 1994 Slide47: Strategic vs. Operational Planning Strategic Planning 3-30 years Driven by the vision Focus on what the organization is not doing and needs to be doing Is over and above what we are doing today Establishes direction Leadership is accountable Operational Planning Annual Driven by the strategic plan Focus on what we are doing today Is what we are doing today Establishes work priorities Work groups are accountable Key Question: Key Question Resources Work Specified in the Strategic Plan Work In Support of Existing Programs and Services Work In Support of Emerging Requests and Opportunities How Can the Association Allocate Its Resources To Effectively Execute Work in Support of All Three Dimensions? “Built to Last”: “Built to Last” Core Ideology Preserve the core… Stimulate progress… Envisioned Future * Adapted from Built to Last, Collins and Porras, 1994 Big Audacious Goals Are At the Center Of Three Factors…: Big Audacious Goals Are At the Center Of Three Factors… BHAG What You Are Deeply Passionate About As an Organization What Drives Your Economic Engine - What Your Sources of Revenue Are What You Have the Capability to Be the Best in the World At From Good to Great, Jim Collins, 2001 Slide51: CASE STUDY Strategic Planning Product Examples Designed and Facilitated By: 427 River View Executive Park Trenton, NJ 08611 (609) 396-7998 www.tecker.com October 15, 2003 Slide53: Envisioned Future Envisioned Future conveys a concrete, yet unrealized vision for the organization. It consists of a big audacious goal – a clear and compelling catalyst that serves as a focus point for effort – and a vivid description – vibrant and engaging descriptions of what it will be like to achieve the big audacious goal. Big Audacious Goal (BAG): To achieve parity in opportunity, influence and power in the commercial real estate industry. Vivid Description: · CREW Network is the premier resource and referral network in the commercial real estate industry. · Women of diverse backgrounds have unlimited opportunities in the commercial real estate industry because of CREW Network’s success. · Women have attained an equal number of seats at the commercial real estate table. o Women control 50% of all commercial real estate activities worldwide. o 50% of all real estate firm CEOs are women. o 50% of private real estate developers and owners are women. o 50% of presidents of major lending and banking companies are women · CREW network is the real estate industry’s choice of association for the business and leadership development of its professionals. As such, companies, employers, and sponsors value and seek out CREW Network and its members as critical components of their success. · CREW chapters are the strongest local real estate organizations in every major market in the world. Has Your Planning Process Positioned You For Successful Execution?: Has Your Planning Process Positioned You For Successful Execution? Does our strategic plan clearly define the long-term outcomes the organization seeks to achieve, or is it more of an ongoing “job description” of the organization’s key functions? Is our plan reviewed annually and adjusted for changes in our association and its members’ environment? Is there a clear differentiation between long-range strategy and shorter-term actions? Are separate plans for strategic and operational priorities produced? Is there a rational process in place for annual prioritization of work? Does our strategic planning process drive operational (programming and budgeting) processes? Is there a process in place to manage the program portfolio – both the managing of mature programs and old reliable, as well as the development and introduction of new programs and services? Does the association invest sufficient resources in keeping the portfolio aligned with the strategy of the organization? Do volunteer and staff leaders understand the strategic plan and is there sufficient involvement in implementation by both components of the association’s workforce? Is there an accountability procedure for implementation of the strategic plan and annual execution of work for the Board? Staff? Volunteer units (committees, etc.)? Does our planning process anticipate fiscal changes likely to occur during the plan’s lifetime? Are the governance, committee, and staff structures of the organization consistent with the association’s strategy? Slide58: *Envisioned Future Relevant Environment Strategic Planning Operational Planning Big Audacious Goal Vivid Description Assumptions About The Future Mega Issues Value Discipline Annual Strategic Plan Review Priority Setting Program Planning Annual Operational and Budgeting Cycle *Core Ideology Core Purpose Core Values Goals Objectives Strategies Strategic Principles Organizational Strategy Strategy Development Using Knowledge-Based Dialogue and Decision-Making A Process for Planning and Thinking Strategically 30 Years - 20 Years - 10 Years- 5 Years - 3 Years - 1 Year * Adapted from Built to Last, Collins and Porras, 1994 Slide60: An Evolving Model of Association Infrastructure By Glenn Tecker, Kermit Eide & Jean Frankel Stakeholder Structure Program Structure Governance Structure Includes members, customers and stakeholders - all who have an interest in the work of the association. Can be individuals, companies, constituent organizations, and/or industries. Structures define who can be or choose to be a member, how membership groups are classified and organized, and the rights and prerogatives enjoyed by each membership category. May include degree of centrality to identity - understanding who are the organization's core members, members, customers, and key stakeholders. We are observing that associations have become less concerned with who can be a member; and more concerned with what populations will be attracted to involvement in programs and policy initiatives. Many are rapidly evolving structures to support more customized relationships with the association, whether as individual or organizational members. New structures such as the Open Industry Model, and new categories such as web-only members, are beginning to emerge and we believe will continue to evolve in the coming years. Business lines, programs, products and services - the work of the association. Increased segmentation of membership populations and increasing diversity in member preferences has demanded an increasingly higher degree of competence in planning and program delivery. Associations have become more cognizant of the need to articulate an attractive Value Proposition which speaks to the stakeholder’s definition of value and the nature of the delivery experience expected. The next evolution in association program and service delivery will require a move beyond the ability to develop customized solutions for diverse market and member segments - it will require the capacity to conceptualize and bring to market entirely new types of products and services. Decision-making units of the organization and the relative powers, authorities, and responsibilities that each possesses. The composition of each unit and how individuals are selected to participate in them. We are observing that many associations have already done much to streamline governance systems in a world that requires more decisions to be made more quickly and with better knowledge. we are increasingly seeing associations move toward a more integrated model of governance: knowledge-based strategic governance is becoming a mechanism for consultative leadership that recognizes strategy as the necessary and appropriate link between the board's role for governance and the staff's role for management and implementation. ELEMENT KEY COMPONENTS AND ATTRIBUTES Slide61: The human resource pool — both volunteer and employed. Committee system, staff divisions or departments, relationships with outside experts and contractors, including outsourcing and co-sourcing. We have observed that many associations have become more responsive, flexible, and fluid in work force structures - to be able to quickly refocus assets on rapidly evolving and frequently shifting priorities. Volunteer structures have evolved from standing committees to action-oriented, task-based work groups. Staff structures have moved from functional to program and market-based. Communication abilities will continue to be critical to ensure constancy of direction and coherency of program in rapidly changing organizational environments, but increased demand for outcome accountability will require these groups to adopt new systems and processes designed to manage risk, track process, and measure results. Sources of revenue, relative proportions of revenue from various sources, the allocation and placement of available revenue, and the anticipated cost of resources, and opportunities over time. Includes dues structures, investment strategies, and projected estimates of significant costs. Basic decisions related to fiscal status and selection of tax-exempt status (e.g. 501 c3 vs.. 501 c6) are determinations about financial structure with enormous strategic implications. Can apply to the association as a whole and/or to emerging business lines and program and service delivery units. We are observing an increasingly complex blending of business models and fiscal structures within association structures. They may consistent of 501c entities, as well as for-profit subsidiaries, alliances, joint ventures, and other partnerships. Evolving delivery models will have a significant impact on fee structures related to dues as well as more transactional based fee for service models. Not-for-profitness is no longer the defining characteristic of voluntary association. Links the structures of the association to its decision-making processes.Ensures that individuals and groups executing activity have the knowledge they require to make sound decisions and effectively execute work. Includes (a) the decisions that will be needed at each and all levels of the organization; (b) the information that will be required to effectively make those decisions; (c) the sources of that information; (d) the processes for collecting the information from appropriate sources; (e) the methods for tabulation and analysis that aggregate and categorize the information; (f) the technologies, systems and processes that will be used to interpret the information, integrate it with the appropriate know how, and systematically distribute or provide access to it in useful forms to the person or places that will need to make or coordinate judgments based on it. Workforce Structure Financial Structure Information and Knowledge Structure ELEMENT KEY COMPONENTS AND ATTRIBUTES An Evolving Model of Association Infrastructure - Processes Slide62: Market and Marketing Research Strategy (Thinking and Planning) Governance (Policy and Strategic Intent) Operational Planning and Budgeting A balanced selection of all the tools of market-directed management: marketing research and assessment (both formal and informal); the development and maintenance of a rational, common database to guide decisions about member wants, needs, and preferences — including demographic, qualitative and quantitative information about member (and customer) expectations of a product or service's ability to solve a problem or provide a valued benefit; timely delivery of services; value pricing; reliability; service responsiveness. The ability of developers and decision-makers at all levels to constantly access useful information and consider it in their work. A continuous process of thoughtfully determining direction, at all levels of the organization, on the basis of careful assessment of clearly defined and desired outcomes representing clarity about what will constitute success; thinking strategically about the changing environment and how the association will respond to evolving influences, factors and issues. An articulation of philosophy as as well as a system of established and clear processes for effective partnership and rational deliberation guiding oversight of the organization; the intellectual and political steps to producing judgments related to: (a) positions the organization takes on public issues of importance to the membership; or (b) statements of direction, guidelines, or parameters established as frameworks within which initiatives or operations are to be executed. A process designed to determine the operational allocation of discretionary resources, driven by a strategic long-range plan, on a short-term, 1-2 year basis. Ensures that the decisions regarding resource allocation are based on strategic considerations, and that there is a balance achieved among three realms of work (a) transformational work reflecting progress toward each strategic long-range goal (b) work in support of ongoing programs and services, and (c )resources to support sufficient flexibility for responding to emerging opportunities or challenges. In the annual planning process, action plans, checkpoints, and milestones are developed, and form a basis upon which to measure organizational and individual performance. ELEMENT KEY COMPONENTS AND ATTRIBUTES An Evolving Model of Association Infrastructure - Processes Slide63: New Product Development Knowledge Management A process that institutionalizes market-focused philosophy in the association’s development, design and delivery of products and services. Creates a mechanism for a) responding to implications of marketing and market research on customer needs and values b) encouraging innovation, c) improving speed to market, d) managing risk and e) measuring progress. The process of managing an organization’s knowledge assets that enables inventorying, cataloguing, sustaining and accessing “content” regardless of its original “container.” Enables the association to make available to all who are interested, the aggregate intellectual assets of an association, and position the association as the unique source of credible knowledge for their industry or professional arena. Creates an opportunity for the association to offer a unique value proposition as a source of instantaneous and easy access to a guaranteed pool of quality knowledge and insight at a reasonable and appropriate cost. We anticipate that these these six basic decision-making processes will continue to evolve in the future. They will be at the heart of success or failure for many organizations as they seek to manage through change. ELEMENT KEY COMPONENTS AND ATTRIBUTES An Evolving Model of Association Infrastructure - Processes Slide64: INFRASTRUCTURE ELEMENTS AND TRENDS Current Strengths Current Weaknesses Recommended Action Stakeholder Program Governance Workforce Financial Information Key Processes Slide65: About Tecker Consultants Tecker Consultants, L.L.C. is an international consulting practice focused on meeting the special needs of associations managing through change. The most successful approaches to research, strategy development, thoughtful counsel, facilitation, and education are carefully integrated to help its client’s organizations solve complex problems and reach new goals. Clients define the attributes that distinguish Tecker Consultants within the marketplace as including: Glenn Tecker, President and CEO, and the other nationally respected Partners of the practice, have helped leaders to successfully “move ideas” through organizations serving a wide variety of industries, professions, and causes. The collective competencies of Tecker Consultants enable us to provide the talents, skills and expertise needed to achieve each project’s unique objectives. The technical and technological resources of our firm help our clients achieve necessary understanding and support while avoiding unnecessary expenditures of time and money. Working in partnership, consultant and client identify desired results, roles, responsibilities, and costs. Our commitment to a collaborative approach has enabled us to assist clients to produce thinking, experience, and outcomes widely cited as practical models and successful case studies. Some recent assignments include: Insightful counsel and talented facilitation that inspires thoughtfulness, commitment, and action. Expertise in the special dynamics and challenges of leadership in associations, non-profit corporations, and other voluntary environments. An unrivaled knowledge base of alternatives and insights gathered through experience with non-profit, for profit, and public organizations. Tools and approaches that make strategic thinking and learning both productive and enjoyable. Reshaping an organization’s structure and processes to be better able to make a greater number of increasingly complex decisions more quickly with greater confidence. Helping member and staff leaders build and sustain a collaborative partnership and enabling culture which supports the organizations’ ability to act on its most important opportunities. Converting an organization’s traditional planning into an ongoing process for planning strategically and integrating governance, program development, performance assessment and budgeting with that process. Repositioning an organization for success in a more competitive environment by redefining a brand and value proposition better matched to the needs and preferences of key audiences. Designing processes for managing an organization’s knowledge assets that enable inventorying, cataloguing, sustaining, and accessing “content” regardless of its original “container”. Defining organization-wide systems for new product and service development within compressed timelines and appropriate levels of risk. Constructing strategic alliances or consolidations among like-minded organizations to increase membership value, improve program quality, and obtain cost efficiencies. Inventing practical approaches to governance that produce better decisions and more effective partnerships between member and staff leaders. 427 River View Executive Park, Trenton, New Jersey 08611 (609) 396-7998 * Fax (609) 396-6260 * http://www.tecker.com Slide66: Kermit M. Eide Slide67: Abrams, Michael, Michael C. Alin, and Pamela J. Grotz. “Taming the Governance Tiger.” Ed. Byers, Mary. Association Management November 2002: 54-63. Bennis, Warren. The Four Competencies of Leadership. New York: Perseus Publishing. Binder, Elaine Kotell. “Being Strategic.” Association Management January 1999: 63-69. Bower, Cate, Glenn Tecker, and Jean Frankel. “ASAE Charts Its Future.” Association Management June 1999: 43-48. Collins, Jim. Good to Great: Why Some Companies Make the Leap… And Others Don’t. New York: Harper Collins, 2001. Collins, James C., and Jerry I. Porras. Built to Last: Successful Habits of Visionary Companies. New York: Harper Collins, 1994. Nanus, Burt, and Stephen M. Dobbs. Leaders Who Make A Difference: Essential Strategies for Meeting the Nonprofit Challenge. New York: Jossey-Bass, 1999. Fidler, Marybeth. “Building Learning Community.” Association Management May 1995: 40-47. Senge, Peter M. The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. New York: Currency/Doubleday: 1994. Tecker, Glenn, Cate Bower, and Jean Frankel. “ASAE’s New Model of Decision Making.” Association Management August 1999: 43-49. Tecker, Glenn, and Cate Bower. “Why Good Executives Get Fired.” Association Management December 1992: 32-40. Tecker, Glenn H., Jean S. Frankel, and Paul D. Meyer. The Will to Govern Well. Washington, DC: ASAE Foundation, 2002. Tecker, Glenn H., Jean S. Frankel, and Paul D. Meyer. Executive Summary: The Will to Govern Well. Washington, DC: ASAE Foundation, 2002. Tecker, Glenn, Jean S. Frankel, and Paul D. Meyer. “Toward Better Governance.” Association Management August 2002: 46-56. Tecker, Glenn, Jean Frankel, and Paul D. Meyer. “Revised Governance Gets It.” Association Management October 2002: 64-72. Bibliography Slide68: Tecker, Glenn H., Kermit M. Eide, and Jean S. Frankel. Building a Knowledge-Based Culture: Using Twenty-First Century Work and Decision-Making Systems in Associations. Washington, DC: ASAE, 1997. Tecker, Glenn, Kermit Eide, and Jean Frankel. “In Pursuit of a Knowledge-Based Association.” Association Management. August 1997: 122-130. Tecker, Glenn, and Marybeth Fidler. Successful Association Leadership: Dimensions of 21st-Century Competency for the CEO. Washington, DC: ASAE Foundation, 1993. Tecker, Glenn H., and Marybeth Fidler. “The Better Board’s Role.” Association Management: Leadership Issue 1993: 10-16. Tecker, Irving J., and Glenn H. Tecker. “Big Boom Theory.” Association Management January 1991: 26-53. Treacy, Michael, and Fred Wiersema. Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market. Cambridge: Perseus Publishing, 1997. Bibliography (cont’d) To order any of the books or articles listed above,please contact ASAE at (202) 626-2723 or www.asaenet.org.