{ExecutiveMemo
Colorado Society of Association Executives
> Excellence by Association
> SUMMER 2010
Dashboard
How to Appreciate Your Members
Survey: Colorado Trade,
Professional Groups Upbeat
Despite Hardship
Board Legal Issues
Special Conference Thank You
Fall 2009 Program Changes
VOL. 4, ISSUE 3
Presorted Standard
U.S. Postage
PAID
Denver, CO
Permit No. 57
Contents
SUMMER 2010
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P R E S I D E N T ’ S L E T TE R
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C A L E N DA R O F EV E N TS
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M E M B E R S P OTL I G H T
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B O O K R EV I E W
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A DV E RTI S E R S ’ I N D E X
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VO L . 4 , I S S U E 3
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Dashboard
How to Appreciate Your Members
Volunteer organizational psychology 101
Survey: Colorado trade, professional
groups upbeat despite hardship
Board Legal Issues
Special Conference Thank You
Fall 2009 Program Changes
The Mission:
The Promise:
CSAE is:
CSAE brings together
association leaders to foster
professional and personal
excellence through unique
learning opportunities that
inspire members to achieve
more and guide associations
into the future.
CSAE is committed to
delivering high-value
programs and services.
If a CSAE member is not
completely satisfied with
any CSAE offering, CSAE will
make it right or refund said
member’s money.
• All about leadership
• Committed to
association excellence
• Future-focused
• Unique learning
opportunities
• An effective advocate
Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
3
Executive Memo is published
for Colorado Society of
Association Executives
2170 S. Parker Rd., Suite 120
Denver, CO 80231
303.368.9090 / fax 303.368.4222
www.csaenet.org
CSAE Staff:
Joan Tezak, CAE, CMP
Executive Director
[email protected]
Linda Farrell, CPA
CSAE President
American Animal Hospital Association
12575 W. Bayaud Ave.
Lakewood, CO 80228
[email protected]
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Advertising Space Sales:
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Editorial Committee:
Brian Stockman
American Society of Farm Managers
& Rural Appraisers
[email protected]
303.692.1211
Leslie Shivers
Association Professional
[email protected]
Marilee Yorchak, CAE
Business Marketing Association Colorado
303.607.9957
[email protected]
Cynthia Williams Communications
Williams Creative Community
2711 W. 118th Ave
Westminister, CO 80234
[email protected]
303-465-1744
Molly Sausaman, Rocky Mountain
Insurance Information Association
[email protected]
303-790-0216
Lauren Schadle, CAE
Financial Planning Association
[email protected]
303-759-4900 Ext. 7136
Executive Memo is the quarterly publication of Colorado Society of Association
Executives (CSAE) and is provided as a benefit to members. Submit your article by
e-mail to [email protected]. Deadline for all material is six weeks prior
to issue date. Submissions are edited and published as space allows. Letters to
the editor, suggestions, comments and encouragement are welcome. Expressed
opinions and statements in this publication do not necessarily represent the
opinions of the CSAE board of directors or its membership.
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Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
From the Past President
As summer ends and my term as CSAE President wanes, I’d like to share with you my
secrets for serving CSAE. You need ENERGY–VITALITY–BRAVERY!
ENERGY: I get energy from Joan Tezak.
Executive Director – Joan Tezak, CMP, CAE, is the guiding light for CSAE. Joan works tirelessly to make sure that the Society is successful in all its endeavors. Joan brings her energy,
vitality and ever-ready smile to every CSAE activity. She’s the secret to every volunteer and
Nancy Erickson, MBA, CAE member’s satisfaction with CSAE.
Former CSAE President
Administrative Director,
Association for
Theatre in Higher
Education
VITALITY: Volunteers bring their vitality to CSAE.
Volunteers – Members serving as officers, Board members and volunteers on committees
and task forces are the lifeblood of this organization. The commitment, vitality and sacrifice made by every member who offers service to CSAE - whether as a member of the governing structure, or as an Association leader participating in a luncheon panel, or as an
associate member offering his or her hotel for a committee meeting venue - is what makes
the Society strong. Volunteers make CSAE work.
BRAVERY: Business partners help us be brave in facing economic challenges.
Business partners – CSAE’s business partners help support and extend the efforts of the
Society by leveraging their talents with those of CSAE staff and volunteers. Nourishing
those relationships so that both partners flourish is critical to CSAE’s ongoing strength.
So, as you can tell, I’ve needed Joan Tezak, CSAE volunteers, and business partners to carry
out my duties. Without their energy, vitality and bravery, CSAE’s mission could not be fulfilled. Thank you for the opportunity to work with you during this year. It’s been an honor.
Nancy
2010
Calendar of EV E N T S
LEARN WITH LEADERS LU N C H E O N S
August 6, 2010
SELLING VALUE TO THE MEMBER
September 2, 2010
WALK YOUR TALK: RULES FOR CHOICES,
ETHICS, TRANSPARENCY, AND SUCCESS
October 1, 2010
TRANSFORMING YOUR FALL
November 4, 2010
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Summer 2010
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Current President
CSAE has been very fortunate to have had Nancy Erickson at the helm this past year. We can’t
thank her enough for the countless hours she has spent side-by-side with JT steering CSAE
through turbulent economic conditions. It’s definitely a hard act to follow but I am excited to
be assuming the CSAE presidency and continuing the groundwork laid by Nancy and those
before her.
Linda Farrell, CPA
CSAE President
Director of Finance,
American Animal
Hospital Association
We’ve all heard the saying that “Knowledge is Power.” Never has that been truer than in these
last few years. We are all trying to do more with less and being asked to perform duties we
have never had to before. How do you keep on top of the latest trends in the association world
and how do you position yourself to get ahead and to succeed? I look to CSAE as my primary
source of information. CSAE provides programming on a broad variety of current topics
delivered by nationally-recognized experts. In the upcoming months, keep your minds open
to programming outside of your current realm of knowledge and take advantage of local,
affordable education.
Thank you for the privilege of letting me serve CSAE in the coming year. I look forward to
meeting each of you throughout the year. Happy Learning!
Linda
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Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
A Dashboard?
> It seems so logical
> BY BRIAN STOCKMAN
A
s association staff, did you
process. Major elements here are
ever wonder how highly
measurement and tracking. Ask
intelligent, very accom-
your board members, ‘What does
With your plan and budget in hand
plished people who sit on your board
true “success” with that project or
and everyone focused on the success-
sometimes don’t seem so accom-
goal look like?’ How will they look at
ful finish line, you will need to figure
your “path to success”.
plished at board meetings?
this a year from now and say “yes, we
out the steps to get there. For each
Sometimes it seems as if they have
made it” or “that worked”? If your
goal list the milestones or measures
left all of these great business skills
board can clarify exactly what defines
you think are important to measure
at their offices and forgotten to bring
success from their perspective and the
the progress in achieving that goal.
them to the board meeting. You may
measurable steps in getting there,
These steps represent some of the key
have even seen boards or committees
you’re on the right track.
ingredients for your dashboard. The
who approve this or that, without
really assessing the ROI of that deci-
dashboard is just that. A dash or quick
Next is ROI or return on investment
presentation of essential information
sion at all. Yet you know these great
that needs to be coupled with the
that helps your board make knowl-
volunteers are true leaders in their
definition of success to outline where
edge-based decisions. So the first part
professions and would not make
you’re going. If the budget committee
of your dashboard measures your
decisions so lightly in their own busi-
can effectively work with staff to cre-
major SMART goals.
nesses. So how can you energize your
ate a budget that matches the goals,
board members to use these business
then you are half way home. Often
The rest of your dashboard can
skills at board meetings? The answer
this process requires some give and
include other items you want to
may be simpler than you think. It is
take. Maybe there are not enough
measure and track. This can depend
called a dashboard.
resources to complete a goal or proj-
a bit on your organization and your
ect. Reality sets in right here. Some
board. You are most likely already
So what goes in a dashboard? How do
changes in either the plan or the
tracking these measures such as
you get started and how does it work?
budget need to take place to “adjust”
membership numbers compared to
Consider starting first with a business
those documents to make them work-
last year or last month and to plan,
plan. Not a strategic plan but a multi-
ing documents that express achiev-
revenue compared to last year and
ple year business plan. This plan
able, measurable goals. This becomes
to plan, number of attendees at
should have SMART goals; you know
Specific, Measurable, Achievable,
Relevant, and Tractable. It can be
difficult to get your board to produce
SMART goals but it is essential for the
This dashboard concept truly helps staff
as well as board members feel comfortable with
the progress on each project, program or goal.
Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
7
And lastly you will want to consider
how often you want to prepare this
document and the time it takes to put
it together. Putting this out once a
week is probably too much work and
too much information for most organizations. Monthly or quarterly dashboards may work very well for your
meetings, events or educational offer-
of letting your board know that you
ings, webpage hits or E-News open
will continue to tailor it to provide the
rate, to mention a few. These become
information they need on a regular
This dashboard concept truly helps
success or warning indicators and
basis and not any more or less than
staff as well as board members feel
drivers that help the board and your
they need. They are busy profession-
comfortable with the progress on
organization know what is going on
als and will really appreciate this. The
each project, program or goal. It helps
under the hood.
presentation of this dashboard can be
prevent disappointment when a pro-
as simple as a spreadsheet or include
gram or project is not going according
The important thing here is to have
graphics such as charts and graphs in
to plan. It is much easier to see at a
everything that you need on your
a word document. Keeping this dash-
glance how it compares to other pro-
dashboard, but not too much. Its pres-
board as a quick easy read is also very
grams or projects. Dashboards can
entation can be varied. Starting with a
important for its success.
really help you keep “the engine run-
organization.
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Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
> BY BETH TERRY
VOLUNTEER ORGANIZATIONAL PSYCHOLOGY 101
T
he secret to maintaining an
offering their time and talents if the
volunteer. We had to invent a few
effective and successful volun-
intrinsic value evaporates. How do
extra awards at the end of the year to
teer organization is to remem-
you figure out what ‘intrinsic value’ is
make sure all the high contributors
to them? Pay attention. What makes
were properly honored for their serv-
them happy? What makes them
ice. We got a tremendous amount
ber “volunteer” is the operative word.
Too many volunteer organization
unhappy? What are the expectations?
done by a lot of people doing a little
leaders act as if they are running a
What rewards do they seek? It’s not
bit of work each. Our organization
Fortune 500 company. They forget
the same for everyone. Some do it for
benefited. The volunteers benefited.
that the volunteers are there because
the attention, some for the feeling of
And I didn’t have to work all that
hard.
they get value from volunteering.
doing good, some to make a differ-
If the value goes away, so do the
ence, some for the awards and recog-
volunteers.
nition, some to move their career
Bottom line? We had a healthy year
forward – have good stuff ‘on the
financially. We had high member
resume.’
retention. We had more enthusiasm
All organizations will ebb and flow
and higher attendance at the meet-
with the leadership style. If the ebb
lasts longer than the flow, the
When I ran a volunteer organization
ings. And the morale was great on
organization suffers.
a few years back, we had the highest
and off the board. In short, properly
number of volunteers they’d seen in
maintained and appreciated volun-
How do you create a successful organ-
decades. Why? First because I believe
teerism creates and sustains a healthy
ization? You honor, treasure, acknowl-
in volunteers. I encouraged and
organization.
edge, appreciate, and protect the con-
engaged them. I asked every board
tribution of time, energy, money, and
member to have lots of people helping
intellectual capital donated to you by
them to spread out the work.
every volunteer from the simplest
task to the executive level of the
Every meeting started with acknowl-
board.
edgments. Every newsletter reported
on accomplishments of this or that
BETH TERRY, CSP
PRESIDENT & CEO
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Humans are driven by the need to
connect. We need to contribute and
share. A recent Scientific American
Magazine devotes a fare amount of
ink to this deep need of our species.
Volunteer organizations, associations,
community clubs – all are ways this
need to be part of a community is
fulfilled. http://tinyurl.com/6q5zcl
People will work for hours with no
pay if they are receiving intrinsic
value from the work. They will quit
Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
9
SURVEY
> TIM JACKSON
Colorado trade, professional
groups upbeat despite hardship
T
he heads of Colorado trade
Asked about state and federal issues
Jackson said that associations will
and professional groups are
that could affect their future plans,
need to “help members not only
feeling upbeat about the
association executives most often cited
survive but thrive and to serve as the
future of their associations, with
health care reform, government inter-
seeing-eye dog on issues of impor-
90 percent calling themselves
vention in the workplace, state budget
tance to them and their business.”
“optimistic” in an informal survey.
cuts, funding for higher education,
illegal immigration, “cap and trade”
Some groups said they are exploring
That’s despite the fact that a third of
legislation and environmental issues.
merger options with similar
associations.
the executives of membership groups
who responded to the survey reported
As for their future focus, association
having to reduce staff, employee
executives most often mentioned:
benefits and member services in the
• Providing more value to their
members through education,
past year.
CSAE represents some 350 executives
of Colorado membership trade and
professional groups.
support and recognition;
The survey was conducted by Tim
Jackson, president of the Colorado
Automobile Dealers Association
• Improving member benefits and
operate more efficiently;
• Focusing more on member
presented Friday at the start of the
retention and understanding
three-day annual conference of
member needs.
the Colorado Society of Association
TIM JACKSON, CMP, CAE
PRESIDENT | COLORADO AUTOMOBILE
DEALERS ASSOCIATION
290 EAST SPEER BLVD, DENVER, CO 80203
PHONE: 303.282.1448
FAX: 303.831.9100
[email protected]
Executives (CSAE). Jackson is a CSAE
member and past President; he said 11
percent of 200 association executives
who received the survey responded.
“Overall, I’m pleased to know that
despite the belt tightening we’ve all
experienced, trade and professional
associations continue to provide value
and critical expertise to the industries
they serve,” Joan Tezak, executive
director of CSAE, said in a statement.
According to the survey results, some
Colorado associations have seen membership or revenue losses of as much
as 20 percent through the economic
downturn.
10
Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
Member SPOTLIGHT
A
ssociation management has
time. Some 25 successful years later,
truly been my lifelong
we have completed the sale of the
career. It was not intended
company, Jerry is retired and I have
that way…one day I was walking
started a consulting firm. During this
down a pathway of a career in health
time, I stayed involved with associa-
care and the road veered to working
tion activity as a volunteer serving on
with health care management admin-
the Boards of PCMA and their
> Francine Butler
istration. At the University of Colorado
Foundation, the Federation of
Health Sciences center (then the CU
Psychological, Cognitive and
Medical School) I was doing sleep
Behavioral Sciences and helped found
meet with staff. As a “part-time”
research in infant development and
their Foundation. Last year I complet-
position, it’s been fun to look at
a new faculty member came to the
ed my term on the Board and as
association management with an
department. He had just been elected
President of NOCA (National
experienced perspective and a look
President of a fledgling organization
Organization for Competency
to current challenges.
and as his research associate I
Assurance) and saw them through
asked what I could do to help. The
a name change to the Institute for
The challenges in the AMC industry
organization existed as a box of
Credentialing Excellence. A major
are not unlike those affecting every
3 x 5 file cards…well 40 years later,
effort in my career was involvement
organization—membership, finances,
the Association for Applied
with the creation and development
growth. I attended several sessions
Psychophysiology and Biofeedback
of the Certified Meeting Professional
and heard presentations from a lot of
celebrated their 40th anniversary. A
Credential (CMP). As a member of the
perspectives—but it’s all marketing.
companion certification program, the
organizing committee, I saw the
Join the association? Attend the
Biofeedback Certification Institute of
credential grow from a concept to the
meeting? Buy this book? All of the
America was created in 1980, I was
outstanding recognition it sees today
messages are marketing. The mes-
pleased to be honored by both groups
with thousands of CMPs.
sages all focus on one factor—what
we can offer you to make your life or
in their celebration.
As RC grew, I became a strong advo-
work better. And isn’t that what we’re
all about in association management.
It made perfect sense to be involved
cate of the association management
with CSAE as I grew into my role with
company model and got involved in
AAPB and BCIA. Key leaders Carl
the AMC Institute, our membership
Being in a place where I have more
Norberg and R.L. Massey were my
society. Involvement meant chairing
time now is the biggest change in
mentors. The Society was strong
their annual meeting (with ASAE in
my life. I never minded the 70 hour
and vibrant with efforts focused on
Denver) and then taking a Board
weeks…but that’s likely because I had-
education and meetings.
position with a goal to moving up the
n’t experienced the luxury of having
ladder to President. With the sale of
more time to choose what I want to
Jerry Bowman, then with the
RC, however, and an end to formal
be doing as opposed to what I had to
Colorado Medical Society, became
company ownership in December of
be doing. Recently, I led a panel at a
president of CSAE and I followed as
2009, I took an opportunity to move
CSAE lunch on “Boards of Directors”—
President-elect. In 1984, an idea for
across the table and accepted the
it was fun because I looked at the
a new venture emerged following a
position of serving as Executive Vice
topic with years of experience and
CSAE meeting and out of this idea
President of the AMC Institute. While
from a different perspective. Those
Jerry and I created the Resource
the institute is headquartered in
years of experience do have applica-
Center for Associations. RC is an
Philadelphia, I’ve maintained my
tion…sharing with others…and that’s
association management firm—a
office in Golden and travel about once
another name for consulting.
concept that was very new at the
a month to industry meetings or to
Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
11
“
Critical Knowledge
for Board Members
B
oard members come into the
job with personal agendas and
often-incorrect assumptions
about the responsibility of association
governance,” wrote Susan Stratton,
owner of Leading Edge Mentoring, in
“The Exasperated CEO's Guide to
Troubleshooting Bad Board Behavior”
(Executive Update, ASAE & the Center,
Feb. 2005).
She was referring to manipulative
behavior by individual board members, but the idea applies just as well
to board members who come into
their new role with little information
on the expectations that come with it.
Nonprofit associations are being scrutinized much more closely these days.
And not just by governmental entities. Members, potential members,
donors, volunteers, and the general
public are also looking more closely
at associations with the help of
watchdog groups and the media.
EDUCATE incoming
board members on
their INDIVIDUAL ROLES.
The consequences of bad board
behavior can be catastrophic for a
nonprofit. So, it’s our responsibility to
educate potential and incoming
volunteers—and remind continuing
volunteers—of what their role in the
association entails.
12
Expectations of a
Board Member
Board volunteers need a clear picture
of the responsibilities and expectations of their new position; most of
this information should be introduced
during recruiting.
Attendance
Attending and engaging in board
meetings is important, should be
expected, and is necessary to create
quorum. Do your bylaws allow for
members to attend by conference
call? By proxy?
Preparation
Whether your board meets once a
month or once a year, members
should read and consider agendas,
financial and informational reports,
and other materials in preparation for
decision-making meetings.
Board members who don’t read the
materials often bring up questions
that are irrelevant or answered within
the materials provided—an unproductive use of the time and energy of the
entire group, and disrespectful of
their fellow volunteers who took the
time to prepare despite their own
busy schedules.
Providing summaries helps volunteers
wade through sometimes overwhelming amounts of material. The
Executive Director or board leader
Colorado Society of Association Executives
!
> BY LESLIE SHIVERS
should consider asking for preliminary feedback or questions prior to
the meeting.
Minutes should be distributed as soon
as possible after the meeting. Ask
board members to read and comment
on the minutes within a week or two.
It’s a lot easier to catch errors and
omissions a week after the meeting
than a month or a year.
Role
The board’s role is strategic.
The Executive Director manages
operations and board members must
respect that separation when interacting with staff—special requests
should always be made through the
Exec.
Educate incoming board members on
their individual roles. Do they represent a portion of your membership?
Make sure they understand that
although they are expected to be
the voice of their constituency, to be
successful the board must work as a
team, for the good of the association
as a whole.
Financial reports
Not all of your board members may
understand how to read financial
reports, including investment reports,
budgets, and your Form 990. Board
volunteers should be provided with
training and/or instructional materi-
Excellence by Association
!
Summer 2010
als, and with an avenue for asking
questions without embarrassment.
Association-specific expectations
Some societies expect each board
member to donate, fundraise, or handle additional responsibilities specific
to the organization’s mission. Too
often, these are unwritten expectations that new board members only
understand after they’ve taken office.
What are these additional expectations in your organization?
Fiduciary duties
Fiduciary duties include the duties of
care and loyalty:
• The duty of care requires directors
to fulfill their responsibilities in
good faith as a normally prudent
person would, in accordance with
the law and the organization’s
mission.
• The duty of loyalty requires direc-
tors to act in the best interest of the
association with “undivided loyalty
and allegiance.” The association’s
interests must take priority over
volunteers’ personal interests.
When a board or committee member is profiting from his/her relationship with the association, this
creates a conflict of interest. This
can be personal gain, benefiting
Don’t leave out the social expectations. Do all members understand
that they’re expected to attend receptions and other networking events
and to interact with members at
every opportunity?
Legal Responsibilities
of a Board Member
There are also legal requirements that
your board and committee volunteers
need to be aware of.
Last April, William E. Walters, III, an
attorney with Kelly Garnsey Hubbell
+ Lass, LLC, presented “2010 Legal
Update: Keeping Track of the
Alligators” to an audience of CSAE
members.
Walters offered information on a wide
range of legal topics that affect associations. Here’s a summary of what participants learned in the portion of his
presentation focusing on board and
committee members:
Statutory duties
In Colorado, nonprofit corporations
must be led by a board of directors
whose members must act in good
faith and in what they believe to be
the best interests of the association.
Both board and committee members
are required to act diligently for the
benefit of the society, and in accordance with its mission.
Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
13
from the relationship by doing
business with the association,
taking advantage of confidential
information about the association’s
business, etc.
The duty of loyalty also requires board
members to support the board’s decisions, no matter how fiercely they
may have argued against those deci-
sions when they were made.
Antitrust laws
Trade and professional associations
are gatherings of competitors, which
means that “only some action by the
association that unreasonably
restrains trade needs to occur for
there to be an antitrust violation,”
wrote Jeffrey S. Tenenbaum, an
attorney with Venable LLP, in
“Antitrust Primer for Association
Board Members,” a 2007 article from
the ASAE and the Center collection.
In his presentation, Bill Walters
described examples of “areas of concern” as price fixing, allocating territory or services, excluding nonmembers
from opportunities or refusing to deal
with them. Even setting standards
that create an unfair advantage or
publishing reviews of vendors are
potential problems.
The federal penalties for violating
antitrust laws are severe, and can
include millions of dollars in fines, jail
sentences, restrictions on your association’s activities, or even dissolution.
Protections
Several Colorado statutes cover directors and other volunteer who act in
good faith in what they reasonably
believe to be the best interests of the
corporation, and with reasonable care.
Insurance can be obtained to cover
liability in general, for Directors and
Officers (D&O), errors and omissions,
defamation, and employment practices. Insurance will not cover board
members who act in a “willful and
wanton” or criminal manner. Walters
advises keeping a sharp eye out for
exclusions in your policy; www.insuranceformynonprofit.org offers more
resources.
To avoid problems, board members
can disclose conflicts, abstain from
voting, be absent during discussions,
or even resign. They must keep confidential information private.
Risk management Directors should:
• Stay informed of the organization’s
activities
• Be aware of and adopt policies to
address areas such as antitrust,
conflict of interest and confidentiality, investments, gifts, expenses
and compensation, etc.
14
Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
• Monitor (but don’t micromanage)
delegated activities.
• Understand where their authority
lies—and ends. They must support
the full board’s decision, whatever
their personal feelings. If a board
member can’t bring himself to
fully support a decision, he may
choose to remain silent.
• Be aware of and help enforce
conflict of interest policies. It’s not
always easy to avoid conflicts of
interest, but your volunteers must
be educated on the policies and
their implications in day-to-day
board or committee operations.
• They should be advised of the need
to keep communications in e-mail,
social media, and other correspondence professional.
Help empower your board members
to contribute their best to your association by making sure they come into
the job with full knowledge of the
expectations and responsibilities of
their new roles. !
LESLIE SHIVERS HAS BEEN MANAGING
NONPROFIT ASSOCIATION FUNCTIONS
CSAE PRESIDENT LINDA FARRELL WITH PAST
FOR OVER 15 YEARS. CONTACT HER AT
PRESIDENT NANCY ERICKSON AT CSAE’S
303-359-2751 OR [email protected].
ANNUAL CONFERENCE IN BLACK HAWK
CAPTION
Training and Orientation
Of course you don’t want to scare off a
potentially valuable board member or
committee volunteer, but it’s important to be realistic and truthful in conversations with potential volunteers.
Consider having the first approach
made by a senior volunteer—a peer
who understands his or her role on
the board.
BRAIN CRUNCHES
FOR BRAND TONING
Are you overwhelmed by marketing decisions? Worried about
demand generation? Been settling for outdated marketing
strategies? Ready to make some positive changes?
Hold an orientation and communicate
the expectation that volunteers
attend.
Brand & Marketing “Boot Camps” are designed to build clarity,
consensus and confidence. In a concentrated session you will
explore and vet:
At the orientation, communicate the
organization’s mission, strategic plan,
organizational chart, policies, and
each of the expectations listed above.
Summarize the status of each major
activity. Give them a copy of the latest
financial reports and your latest Form
990. Be sure volunteers understand
each report’s significance and how to
read it.
n 8IP JT ZPVS ideal target?
Make sure they understand the rules
of procedure used by your board
or committee, whether it is strict
adherence to Robert’s Rules of Order
or something less formal.
Colorado Society of Association Executives
n 8IBU JT UIF reputation your brand should “own”?
n 8IFSF BSF UIF best places to invest the marketing budget?
n 8IBU JOUFSOBM head trash do you need to overcome?
Building brand tone and marketing muscle is possible.
Call for a preliminary consultation.
brandmentoring
www.brandmentoring.com
303.482.2753 | [email protected]
!
Excellence by Association
!
Summer 2010
15
> BY JACQUI COOK
Critical Conversations with Board Leaders
I
n “Time to Talk,” an article in
ASAE’s January 2010
Associations Now, author Jacqui
Cook interviewed seasoned association executives about the “critical
conversations board leaders must
have with their CEO.”
#1: “The Terms of Communication”:
Long before the board leader takes
office, work out the frequency,
method, and topics of communication, including what level of detail is
expected. This first conversation sets
the tone and develops the important
“It’s CRUCIAL not to let the
outgoing leader JUST DISAPPEAR
after the term expires.”
CEO/President relationship, and can
be used to help establish the importance of the line between strategic
and operational responsibility.
#2: “Goals for the President’s Year”:
Have conversations about each new
president’s goals for his/her term.
They should be compatible with the
strategic direction of the association.
TASTE THE ADVENTURE
meetgrandjunction.com · 800.962.2547
#3: “The Midterm Checkup”: Keep the
board updated on progress toward the
goals. Do any changes need to be
made? Here discussions can move
from ideas to implementation.
Consider discussing progress toward
goals, opportunities in the market,
risk management, board engagement
and diversity of points of view being
brought forward at board meetings.
Meet in the center of
Wine Country
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#4: “Ensuring the Leader’s Legacy”:
What do leaders want to do next?
Often past presidents will become
chair of the nominating committee
or membership-related committees.
Celebrate his/her successes. Cook
writes: “It’s crucial not to let the outgoing leader just disappear after the
term expires.” !
JACQUI COOK IS A FREELANCE WRITER IN
SUBURBAN CHICAGO. EMAIL:
[email protected]
16
Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
BOOK Review
The Encore Effect
As Sanborn points out, average
> by Mark Sanborn
performances do not get you noticed—
remarkable performances do.
A
s William Shakespeare wrote,
Use this book to help you evaluate your However, remarkable performances
“All the world’s a stage.”
approach to each day, and recognize
take hard work. The willingness to
Mark Sanborn opens The
that the performances you give at
devote time and effort toward making
Encore Effect with this excerpt from
work, at home, at play, and even at the
every performance count says a lot
As You Like It, and while Sanborn
café are all reflections of who you are.
about the performer.
agrees that we are all constantly
Consider how those around you appre-
performing the various roles we have
ciate and remember encore-worthy
To invest in your performance is to
to play, he distinguishes between
performances, and think about what
invest in your audience, and your
“mere players” and “serious players.”
you could be doing to make all of your
audience will thank you for it.
performances remarkable.
Whether it’s with a sale, a raise,
Are You a Serious Player?
or a positive review, remarkable
The Encore Effect will guide you
Strive for Distinction
performers are rewarded. But, for
through what it means to be a
Every interaction you have says
the performer, what better reward is
serious player. Are your performances
something about you, so every
there than being indispensable? Are
uninspired and forgettable, or do you
moment deserves to be thought of as
you ready to become indispensable?
deliver remarkable, encore-worthy
a performance. Do you commit to the
The Encore Effect will get you there!
performances?
details that make remarkable
performances stand out?
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Excellence by Association
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CSAE PRESIDENT NANCY "
ERICKSON WELCOMED
ATTENDEES
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BOARD OF DIRECTORS
Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
19
> BY WENDY GRILLO, CAE
Fall 2009 Program Changes
and What They Mean to YOU!
T
he CAE Commission announced the completion of a methodical and
comprehensive investigation into the skills required for successful association management and the current role of the chief staff executive
back in the Fall of 2009. As Association Executives we know that periodic
changes are hallmark to ensure currency and relevance of a well-designed
credentialing program. Therefore, the Certified Association Executive (CAE)
credentialing program undertakes a periodic job analysis study every five
years, as well as an ongoing review of policies and procedures. This
important study, conducted from 2008 to 2009, revealed the ever-increasing
scope of association management, and highlighted the multi-faceted
expertise required to lead an association.
This article answers the questions
ing knowledge, improving advance-
standards of professional conduct.
about what the Fall 2009 changes to
ment opportunities, and elevating
Once you fulfill the pre-requisites and
the CAE mean to those professionals
their status in their current position
intend to sit for the exam within the
who want to become certified and
as their motivation.
next 12 months, submit your
to the current CAE’s who will be
• Widespread value and recognition:
completed CAE program application.
recertifying in the near future.
particularly among your board lead-
EARNING AND
MAINTAINING THE CAE
PROGRAM OVERVIEW
ers, members, and those involved in
2) Passing an examination — The
hiring nonprofit professionals includ-
exam is administered at scheduled
ing executive recruiters and associa-
test centers throughout the U.S. based
tion HR directors.
on anticipated candidate concentra-
The Certified Association Executive
• Opens doors and creates connec-
tion. It is a fair but challenging exam
(CAE™) program is designed to elevate
tions: through a range of CAE-only
designed to test the ability of test-tak-
professional standards, enhance
events and increased volunteer
ers to apply fundamental knowledge
individual performance, and desig-
leadership opportunities through
to scenarios drawn from real-world
nate association professionals who
ASAE & The Center and local, state,
association management challenges.
demonstrate the knowledge essential
and regional association professional
The content of the test is based on
to the practice of association manage-
societies.
extensive research into the tasks and
ment. Earning the CAE credential is
the hallmark of a committed
association professional.
20
knowledge essential to successful
What you need to
become a CAE
Content Outline presents these 156
1) Fulfilling pre-requisites —
competencies organized into nine
Candidates must meet higher educa-
knowledge domains. To provide can-
association management. The Exam
HIGHLIGHTS OF THE
IMPACT OF THE CAE
tion, qualifying nonprofit professional
didates an authoritative resource for
• Drives professional self-confidence:
experience, association management
these topics, the CAE Commission has
70% of CAE test takers report enhanc-
continuing education requirements,
identified the CAE Authoritative
and sign a pledge to uphold ASAE’s
Literature.
Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
With the 2009 changes eligibility
requirements have increased by 25
hours with a cap of 20 hours in any
one knowledge domain. The CAE
Commission believes it is important
that candidates have completed wellrounded and sufficient educational
preparation.
The new exam content outline and
test specifications took effect with
the May 7, 2010 CAE exam.
Domains and Subdomains of the
2010 CAE Exam Content Outline
Domain 1: Organizational
Management (14-16%)
O A. General Management
O B. Branding and Positioning
O C. Financial Management
O D. Globalization
O E. Strategic Planning and Thinking
Domain 2: Leadership (14-16%)
O A. General Leadership
O B. Ethics
O C. Diversity
O D. Interpersonal Skills and
Group Facilitation
O E. Negotiating
Domain 3: Administration (14-16%)
O A. Human Resources
O B. Technology
O C. Legal and Risk Management
O D. Facilities Management
O E. Vendor/Supplier Management
O F. Business Planning
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Domain 4: Knowledge
Management & Research

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O B. Research, Evaluation, and
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Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
21
Why Consider
A CAE?
Self confidence: 70 percent of CAE
test takers report enhancing knowledge,
improving advancement opportunities,
and evaluating their status in their
Domain 5: Governance and
current position as their motivation
Structure (9-11%)
O A. Governance
O B. Volunteer Leadership
Development
RECERTIFICATION
Maintaining the credential — CAEs
O C. Component Relations
maintain their knowledge and
Domain 6: Public Policy,
credential by fulfilling certification
Government Relations, and
renewal requirements every three
Coalition Building (6-8%)
years. At this time 40 hours of associa-
O A. Public Policy
tion management-related continuing
O B. Government Relations
education are required with-in the
O C. Coalition Building
last three years to renew your CAE
Domain 7: Membership
certification.
Development (10-12%)
PLANNING AHEAD
O B. Membership Recruitment
Since the new requirements are about
DOMAINS and POINTS it is time to
O C. Ethics Program
start a filing system when collecting
O D. Standard-Setting Programs
your points. Start a file for each
members, and those involved in hiring
nonprofit professionals.
Creates connections: though a wide
range of CAE-only events at ASAE, CSAE
and other allied societies
DID YOU KNOW?
to all CSAE members at the Michigan
member price through the Michigan
Society of Association Executives.
For full details contact Cheryl Ronk at
(517) 332-6723 or [email protected]
Domain 8: Programs,
DOMAIN. File the information from
Products, and Services
each education session you attend in
ADVERTISERS’ I N D EX
(12-14%)
the Domain the class covers.
Agilutions Consulting...........................21
Since the changes in the CAE
Beaver Run Resort &
Conference Center ...................................4
Requirements have taken place, JT has
Black Hawk/Central City VCB ...........IBC
addressed on the educational sessions
Brand Mentoring....................................15
O C. Meeting and Events
information e-mails the Domains
Breckenridge Hospitality .................... 17
O D. Certification, Accreditation,
they cover to help us with our new
O A. Development of Programs,
Products and Services
O B. Fundraising, Sponsorships, and
Development Programs
and Licensure
CAE Domains filing systems!
O E. Affinity Programs
O F. Professional Development
Programs and Delivery Systems
Domain 9: Marketing,
Start the filing system for your
O B. Public Relations Programs
O C. Publications, Media, and
GL Specialties............................................ 9
the curve!
Hotel Colorado........................................13
!
ISU ..............................................................21
> BY WENDY GRILLO, CAE
O A. Marketing
Estes Park Conference Center ............18
Grand Junction Visitors Bureau.........16
Communications
(8-10%)
Embassy Suites Loveland ................... 19
certification now and be ahead of
Public Relations, and
GOT QUESTIONS? CONTACT
Keystone Resort ........................................8
Raft Masters ...........................................IFC
[email protected]
ScottsBluff.Gering Nebraska...............14
OR 202-626-2759.
Snowmass Tourism Office ...............OBC
Vail Mountain Resort
& Spa Marriott ..........................................6
Messages
22
particularly among your board leaders,
An online study program is available
O A. Member Relations
and Retention
Value and recognition:
Colorado Society of Association Executives
!
Excellence by Association
!
Summer 2010
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