CEO effectiveness & volunteer boards

I was recently invited to share one piece of advice from what I have learned in my years as an association chief staff officer on effective partnership with volunteer leaders, for a book soon to be published by ASAE.  After giving  some thought to the matter, for me it came down to what JimiStock_puzzel Collins calls Level 5 leadership: “the paradoxical blend of personal humility and [fierce] professional will.” You need to be able to take your own ego-gratification out of the equation when assessing the association’s strategic needs, but also refuse to make allowances for any limitations that might be present on your board by compromising on the level of leadership their role demands from them. You need to be authentic in giving the board credit for association success and in truly owning any board failure as your own. And never, never, never, letting a setback cause you to doubt yourself or become tentative and risk averse. Take the hit, learn what you can from it, turn the page, and move on. In doing so, you become not only something of a safety net for the board, making it less risky for them to take bold action. You also model the behavior that will enable them to be effective in their own leadership roles.

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Why these things matter

Get involvedChances are that if you are reading this, you consider yourself an association professional and you appreciate the tremendous good that associations do for society. You are probably also concerned about some of the issues impacting associations, and maybe even support advocacy by groups like ASAE to address them.

But do you ever involve the boards and membership of your own association in these matters?  Probably you consider these issues too much “inside association baseball” for that.

But wait a minute.  If your association’s ability to interact with the agency that regulates your members were curtailed, wouldn’t that have an impact on your association’s ability to meet your members’ needs? If the net dollars your association has to spend on association programs were reduced by taxation, wouldn’t that impact the level of service you deliver to your members?

Recognition of the positive impact that associations have upon society and what constitutes the appropriate level of taxation and regulation upon their activities matters to more than just association professionals.  They matter — or at least they should — to your association’s membership, too.

Read more in my latest Association TRENDS commentary, here.

Review Gate

Give the Metropolitan Opera credit. When its leadership screws up, they do it on a truly operatic scale.

The Met is a nonprofit, structured in a manner not unlike many associations. There is the parent organization, the opera company, that delivers the core value to its membership (audience).  And there is its educational foundation, the Metropolitan Opera Guild. The Guild engages in a number of activities in support of the parent, not the least of which is to publish the magazine with the widest circulation in the opera field, Opera News. A substantial part of each issue of the magazine is made up of reviews of opera productions from around the world.

On Monday, May 21st, in response to the sometimes negative reviews of the company’s own productions in the pages of the magazine, the Met announced that Opera News would stop reviewing the Met.  In an interview with the New York Times, Met general manager Peter Gelb indicated that he never liked the idea that an organization created to support the Met had a publication “passing judgment” on the institution with its negative critiques of the house’s productions.

The reaction was immediate and predictable.  Some of the reaction was overwrought. Charges of censorship were made, which is hyperbole. The Met management, as the owner and publisher, has every right to decide what it will and will not publish in its own magazine. No one has a constitutional right to have what they want published in “their” association’s magazine.

But the censorship accusation also misses the point. The Met had every right to do what they did. It was just monumentally stupid. Stupid, stupid, stupid.

Forget whether you agree or disagree with the assessments of the artistic merits of the Met productions that appeared in the pages of Opera News: Does a gag order on any content independent of the management’s preferred narrative increase or decrease the credibility of the journal?

Does making the house organ nothing more than an outlet for sales hype and self-promotion make it more or less likely that the journal will actually be read?

And the irony of the Met’s action was that it was a huge overreaction, too. The criticism of Met productions in the pages of Opera News was far milder than the criticism carried elsewhere.

Transparency isn’t (or at least shouldn’t be) an imposed obligation.  It is the organization’s best defense against mischaracterizations of its actions and intentions. Transparency does expose you to criticism. But it also creates an environment where the facts are allowed to speak for themselves and there is an opportunity for open discussion.  Both your supporters and your detractors can weigh in and the lurkers following but not participating in the debate can decide for themselves. There is no guarantee that judgment will be reasonable or fair, but it maximizes the potential that the verdict will be informed.

Some in the opera world have serious doubts about Gelb’s capabilities as an operatic producer, but he is an undisputed master of marketing and PR. Which makes this monumental act of hubris all the more surprising. How could he miss the atrocious optics created by the action?  Could there be a clearer way to send the message that the organization feels it knows better than its audience (membership) what is good for them?  And that it doesn’t care what its audience (membership) wants from an organization that exists to serve its needs and is dependent upon its support for that very existence?

To the Met’s credit, its response to this gaffe was equally swift and bold. Within less than 24 hours, the Met voided its ill-considered move. (Wouldn’t you love to have been a fly on the wall for that board meeting?) And they did so in a clear and unequivocal manner.

http://www.metoperafamily.org/metopera/news/press/detail.aspx?id=22660

No attempt to rationalize or justify or downplay the mistake. They just fixed it.

Every association has to struggle with the balance between credibility and leveraging the advocacy potential of the communications outlets it controls (its journals, publications and website).

Every association would do well to go to school on the case study provided by the Met.

Bringing the next generation into governance

When I ask association leaders (both volunteers and staff professionals) what their biggest long-term governance challenge is, the most frequent answer I hear back is the challenge of bringing the next generation of leaders on board.

“Young people don’t volunteer the way we used to.”

“They don’t have the time to devote to volunteering that we did.”

“Their needs and expectations are different than ours were when we came up through the ranks.”.

Each of those statements is probably true enough, although every one of them would do better for some deeper inquiry. When discussing generational issues, oversimplifications and broad generalizations  appear to be the norm, and can do more damage than good.

But the underlying concern of current leaders about future leaders is real, serious and important:

“Who will come after us and ensure the association continues to fulfill its mission?”

And, “How can we engage the younger generation, particularly in the area of governance?”

Serious, selfless and leaderly intentions.  I don’t for a moment doubt the sincerity.

But as I listen to the discussion that follows, there is one question that persistently occurs to me:  exactly who or what are we trying to reform?  

When current boards discuss this issue, do we actually focus on changing the governance system and culture to make them more likely to interest, engage, excite and be rewarding for the next generation of leaders?

More often, it seems to me, what actually happens is the established board, made up of more seasoned and experienced individuals,  is looking for ways to get the next generation to change, not the system.  They struggle to find ways to make the youngsters  more fully understand and appreciate the current governance system just the way it is.  In short, it’s all about trying to make the next generation leader more like we are ourselves, so that they will want to step into the leadership system and culture just as they are.

Are we trying to remake the next generation of leaders in our own image or are we trying to establish a governance model that will be sustainable and serve the membership into the future?  Are we willing to design a governance  model and culture to suit the needs and preferences of the next generation, even if the result is a system we would find uncomfortable ourselves?

Consensus is not a dirty word

At a GWSAE Speakers Series event a number of years ago, Margaret Thatcher described consensus as the opposite of leadership.  She used words to the effect that consensus is an abdication of leadership obligations; true leaders take you somewhere the group otherwise would never go.

Recently, on ASAE’s CEO network listserv, a rather energetic discussion on consensus also emerged.   One of that dialogue’s most forceful and articulate participants took an equally hardline against consensus, dismissing it as just a synonym for unanimity.  Of course it’s nice when a decision is unanimous, but how often does that happen? In the real world, the majority rules and once a decision is made it is the board’s duty to support the outcome and the staff’s duty to do their jobs and make it so.

Both Lady Thatcher and that association CEO were right, to a point.  The need to “build consensus” can be a too convenient excuse to avoid making hard but necessary decisions.  Or a tactic used by the minority to mire the association down in an endless process of unproductive delay.  Or the well-intentioned but nonetheless unrealistic and naïve effort to achieve an impossible unanimity.  Regardless of the cause, it can leave the association locked in inactivity.

But I felt the need to defend the concept of consensus, and I hope not just because “consensus-builder” is a personal leadership characteristic mentioned frequently in my performance reviews over the years!

Yes, consensus can be used as an excuse for not meeting the unpleasant duties of personal and organizational leadership, and yes it can become the perfect (but impossible) ideal that is the enemy of the good (but achievable) outcome and lead an organization into a paralysis of irrelevance.

But I have too often observed boards where, although every action is unanimous (or nearly unanimous), the absence of underlying consensus reveals an organization in a state of total dysfunction and locked in constant and unproductive conflict.

Conversely, I have viewed boards where the debate over every agenda item is vigorous (sometimes even heated), and the decisive votes are often close, but the underlying consensus on the governing values, principles and direction of the association is so strong that it results in a prevailing organizational and leadership culture that is robust, positive and healthy.

So my bottom line is that consensus is different from vote count.  Voting is just the raw application of numerical power.  Of course votes are binding, but ignore consensus at your peril.  And don’t make the mistake of assuming you have consensus just because you have the votes.

That would be like the politician who assumes and starts acting like the election results have given him or her a mandate for action (particularly for change) that goes much further than it actually does.  The minute they get to Congress and start “doing what the people sent me here to do,” the rug gets yanked out from underneath them.  That landslide vote in the last election does not make what awaits them at the end of their equally sudden fall any less shattering an experience.

The real world of politics (whether in government or associations) is a world where divisions will persist.  Differences that are often deep and irreconcilable.  They cannot be eliminated; they can only be bridged. The leader who understands the extent, and even more importantly, the limits of the existing consensus is in a position to take the association where it needs to go but otherwise would never get to, and equips him or her with the insight needed to take it there.

The leader who knows how to maximize or even expand the scope of consensus is in a position to take the association to new heights.  Consensus isn’t reductive.  It is the key to unlocking the organization’s full potential.