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Why ask questions?
William D. Pawlucy and Robert C. Harris Association ManagementConfucius once said, "Real knowledge is to know the extent of one's ignorance." That means we need to know what we don't know. As a board member, it is OK to not know everything, but success lies in always asking questions in order to exercise the fiduciary duty that is bestowed upon you.
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Terminology and methodology of strategic planning
Robert C. Harris Association ManagementNearly every organization relies on a strategic plan. It's a multiyear road map focusing energy on gaining achievements. Without a plan, day-to-day administrative tasks become priority. Significant goals are seldom reached. Mission creep may occur without focus on mission and vision.
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3 big mistakes leaders make when speaking
Justin Patton Business Management, Services & Risk ManagementHave you ever had that moment when you are in the audience watching a leader deliver a presentation and you just couldn't wait for it to be over? People are glancing at their watches, some are giving that awkward eye roll to their friends, and you dare anyone to ask a question when it's all over. We've all been there!
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Key performance indicators for successful associations
Robert C. Harris Association ManagementMany of the topics that come before the board of directors start with a simple statement: "I have a good idea." From there, passion takes over. An idea for something that sounds good might pass without much knowledge-based discussion. Or "group think" presides, with people supporting the idea because they thought everyone was in favor.
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The universal language of strategic planning
William D. Pawlucy Association ManagementA strategic plan is the universal language to success and performance of any organization, anywhere in the world. I had the rare opportunity of seeing how universal strategic plans truly are when I worked recently with nongovernmental organizations (or associations) in Jordan and the Palestinian territories.
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Big data: Big mess or strategic opportunity?
Randall Craig Business Management, Services & Risk ManagementWhat is your organization's greatest asset? Ask your CEO and your board, and they will say it is your people. Ask your head of marketing, and the answer will be your brand. Your CFO will say your value is determined in your financial statements.
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Your strategic plan needs a champion
Robert C. Harris Association ManagementThe board wrapped up its retreat, drafted a strategic plan and intended to officially adopt it at the next meeting. That's often where plans die. Upon adjournment of the retreat, busy schedules take over. The plan is shelved or filed. The saying "out of sight, out of mind" applies.
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What purpose does this committee serve?
Robert C. Harris Association ManagementAt the first meeting of the committee, one of the members asked the chair, "So what should we do this year?" The chair responded, "We don't make up our own agenda. The board has assigned tasks that will help them advance the strategic plan."
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Webinar recap: Digital planning priorities
MultiView Association ManagementMost organizations have no shortage of plans, but digital transformation is rarely front and center. What gets updated (and funded) next: the intranet, internet or extranet? Where do mobile apps, marketing automation and CRM fit in? And how can all of these be used to build competitive advantage?
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Assessing the mission impact factor
William D. Pawlucy Association ManagementIn strategic decision-making for your organization, the question of return on investment typically arises. But how many times do we ask ourselves, "What is the return on mission?" In a financial sense, a return on investment speaks to what we can expect if we invest dollars in a stock, a business venture, etc. A return on mission then needs to focus decision-making on advancing the purpose or reason for existence of an organization.
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