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Ewald-Paul Hanscom_Choosing the right leadership model for your association_5-27-2022

Six Leadership Models That Can Help Accelerate your Association’s Success

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There are many types of association leadership models, and each of them is effective when they are applied in the proper organizational context. For the most part, finding the right model has to do with fit more than any other factor. The key is to understand the different models that exist and how they might make sense to have in your organization.

 

1. Full-time Executive Director with Industry Background 

There are some associations that require industry knowledge on staff and regular strategic guidance from an industry perspective, and this is where a full-time Executive Director (ED) with an industry background comes in. This type of leader will not only be able to provide the necessary expertise, but they will also be intimately familiar with the day-to-day operations of the association and the challenges that it faces.

Associations that choose this model of leadership sometimes encounter challenges, especially related to cost. This is because they are essentially paying for two roles: an expert in the industry and a chief staff executive. In addition, there may be operational challenges – especially because industry expertise skills do not automatically translate to success in association management.

 

2. Part-time Executive Director with Industry Background

This model is very similar to the full-time ED with an industry background, but the individual is only working part-time. This can be a good option for associations that want access to an expert in the industry but cannot afford a full-time ED. This type of engagement often results in better role clarity and clearer articulation of expectations over time. 

The challenges associated with this model mostly lie in the limited availability of the ED. To make things work with this limitation, the part-time ED may need to focus only on the most urgent matters in the daily operations of the association. For the same reason, the other staff members may not access the ED’s critical insights in real time.

 

3. Chief Professional Officer with Industry Background 

The Chief Professional Officer (CPO) model is another way to provide industry expertise for the organization’s leadership. Here the CPO engages with the association on a contractual or on-demand basis. This can be a very cost-effective way to get industry expertise into the organization for select areas of operation.

Of course, there are challenges that come along with this model as well, such as cost-containment, availability, and possible conflicts of interest. Because their availability is shared between the association and their private practice, they may encounter challenges when they are asked to represent the association as they face an entity with whom they have an existing relationship.

 

4. Full-time Account Executive (AE) with Association Management Background 

If an association holds operational effectiveness as a top priority, it often uses this model. Here, the association gets useful experience on the ground at a more affordable price. This model is a good fit when staff can be paired with subject matter experts to address technical questions.

Association experts may need to go through a learning curve as they encounter industry nuances and trends. However, their learning can progress when they are paired with technical experts who are already involved with the organization.

 

5. Part-time Account Executive with Association Management Background 

The part-time account executive with association management experience is much like the full-time AE, but comes at a much lower cost. Because the part-time AE serves multiple clients, they may bring in a lot of crucial insights from various industries from the environment as it evolves.

However, because the AE may not be as experienced as people who operate within other leadership models, they may not have the bandwidth to operate and provide guidance to the association in terms of strategy. 

 

6. Board President 

This is one of the most commonly used models in smaller associations or those starting up. The Board President often has a full-time job outside of the organization, so they are industry experts who can competently lead in the executive post. 

The challenges with this model include the fact that the President may not have as much time to dedicate to the organization as they would like, and they may not have the needed association management skills.

 

Conclusion

Choosing the leadership model that works for your association requires a lot of careful study of your current situation within the environment, as well as the hopes and dreams that you may have as a collective. Weigh the pros and cons of each model with your specific context in mind, and you’ll be able to confidently choose the right model for you.

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Necessity is the mother of invention: Ewald leaders reflect on the challenges and innovation in the association industry caused by COVID-19

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By David Ewald, Eric Ewald, Paul Hanscom, and Ava Ewald

 

Associations represent a wealth of professions. There is an association for those who work with magnesium, those who work in human resources, and just about everything in between. As the global COVID-19 pandemic deepened and progressed, our consulting team saw significant impacts and trends affect our clients and the broader business community.

The pandemic was – and still is – a great challenge, but what is emerging is a greater opportunity for associations to grow and innovate.

Read on to see what Ewald’s leaders shared some of their key insights with us:

 

David Ewald, President, Ewald Consulting:

As society recognizes COVID as a long-term issue, associations are contemplating the new normal and working to adapt to the changing needs of their members. In-person meetings are coming back, but hybrid and virtual have each found their spaces as well. Associations remain a trusted way for members to come together to solve problems, learn, celebrate, and promote their industries and professions. While the methods for achieving these aims may change, the continued role of strong associations has not.

 

Eric Ewald, Chief Experience Officer, Ewald Consulting:

The pandemic highlighted the power of, and need for, associations. There are many anecdotes describing how volunteer leaders and association management professionals worked together with expedience and creativity to continue delivering needed products and services to their stakeholders. Many innovations came to light during the pandemic as well, some just to get through the crisis, and others that might be sustainable well after. Necessity is often the mother of innovation. An opportunity for us all is to find ways to foster that level of creative thinking, expedient teamwork, and innovation outside of times of crisis.

 

Paul Hanscom, Chief Growth Officer, Ewald Consulting:

I believe that the business impact of COVID is effectively in the rearview mirror. Any impact that COVID was going to have on an association has happened. In general, the economic impact of shifting market forces is felt in associations 12-18 months after the private sector, so associations were late to suffer and recover from COVID’s impact. Improvements seen in the private sector in early 2022 are now rippling through the association market, resulting in record attendance, sponsorship, and membership levels for many organizations. As we look to future economic uncertainty, associations need to budget conservatively while keeping up the effort to make the most of an invigorated member base that is enthusiastic to return to in-person meetings and events.

I just spoke with a friend last night who returned from Las Vegas where he met with 16,000 fellow attendees at a week-long, citywide convention. He said he hasn’t attended this event since 2019 and it was so energizing to be back together with his colleagues, many of whom he’s only met virtually and was connecting with for the first time in person. Experiences like this are why I have high confidence in the future of our industry and the overall pandemic recovery.

 

Can we help your association activate its post-pandemic reality? Get in touch with us and check out our resources at Ewald.com!

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Associations Next: Tech Talk and TikTok

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In this episode, we are joined by Kayte Hamilton, founder of The Social Question, and an active QRCA volunteer. She sits down with us to discuss new technology and social media and how it applies to associations.

Takeaways:

  1. Younger generations use tools differently. Beyond just social media, there is a discrepancy in how generations approach tools like project management software and data storage platforms. This impacts associations as younger generations enter volunteer positions and more. Leaders will need to ensure that there are trainings and resources available to bridge the gap between generations — don’t assume that your younger members and staff will find various platforms intuitive.
  2. Remember your members are people too, and most people are on social media nowadays. The line between work and pleasure is blurred and associations should take advantage of the large base of users on social media by bringing a more human aspect to potential members.
  3. Don’t get bogged down by policies and procedures. Kayte explained that it often makes social media presence look much less organic when posts have to go through rounds of review and approval. Try experimenting with timely posts and be more interactive.
Ewald-Paul Hanscom_Your first order of business as a board director_5-20-22

Starting Strong: Your First Order Of Business as Board Chair

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Serving as the chair of the board of directors in any association is no easy task. It requires an investment of time and effort in order to fulfill the role. Once elected, it’s important to realize that what’s ahead of you is a series of carefully executed steps that can define your role for the length of your tenure.

This is why it’s important for you to take a first solid step at the very beginning to ensure that you gain the respect of your fellow board members as well as the membership you’ll be serving. It’s also a way of differentiating yourself from the rest of the group, and it sets the tone for the rest of your journey.

Make sure to do the following within your first days and weeks as board chair.

 

1. Address the association body

People will look to you for insight and direction. In fact, it might be more accurate to say they will put you under a microscope. People expect elected members of the board to present clear direction and show a thorough grasp of key issues impacting the profession. Therefore, it is important for you to address the association body as soon as possible after your appointment and let them know that you are open to their questions and suggestions.

 

2. Get to know the staff

The staff is your best asset and will be instrumental in helping you accomplish your goals. It is critical that you get to know them and develop a good working relationship with them in your first week. Schedule a time to connect with the staff as soon as possible. This will give you an opportunity to learn about their roles and responsibilities, as well as their ideas for what can advance the association in the year ahead.

 

3. Meet with key stakeholders

As a board chair, you will be working with a variety of stakeholders, including other board members, volunteers, funders, and other association leaders. It would be very strategic for you to meet with them and get to know their concerns. This will help you develop a better understanding of the issues facing the profession and will allow you to identify potential areas of cooperation.

 

4. Review financial records and investment opportunities

Being a board member, you will be responsible for the financial health of the association. Ensure that you make an early effort to review the financial records and investment opportunities of the whole organization. This will help you identify potential areas of concern and will allow you to develop a plan to secure the financial stability of the group as a whole.

 

5. Share your multi-point agenda

You may have all of the brightest ideas, but if you only keep them inside your head, you won’t really gain any traction. It is important to be open about your agenda and how it relates to the organization’s overall strategic plan. This will help all members understand your priorities and will allow them to envision ways to contribute and provide input on how to best achieve the organization’s desired outcomes.

Implementing these steps during your first week as board chair will help you get off to a good start. It is important to remember that being an effective leader takes time and effort. However, if you are dedicated to the task, you can make a difference in the profession and the lives of your members and community.

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How to Find Your Purpose to Be an Effective Leader

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“The only way to do great work is to love what you do.” -Steve Jobs

In the fast-paced environment of associations, leaders are forced to move fast and make decisions that could make a lasting impact on their organizations. But without a personal drive, these decisions may be misdirected or unclear. In How Will You Measure Your Life? by Harvard Business Professor Clayton Christensen aims at professionals in the business world who seek a more defined purpose for themselves and their leadership style. The book urges leaders not just to consider the integrity and boldness of their business decisions, but their personal ones as well.

Ewald Consulting Chief Experience Officer Eric Ewald considers Christensen’s novel a great leadership guide and urges other leaders to consider picking it up. “This book is deeply reflective and explores themes of professional and personal integrity. It is a kind of ‘self-help’ book, but it draws wisdom from and creates parallels with the fields of business and economics. It is an interesting read that I have recommended to others.”

The reality is that our personal and professional lives cannot be separate. Diving inward to create change and alter your personal happiness will make you a better, more thoughtful leader.

How do you start to make change? Here are a few ideas and takeaways from How Will You Measure Your Life?:

  1. Practice Integrity. Christensen explains this value in terms of both personal lives and business. He explains that integrity is all about shutting down the idea of “just this once.” While you may think cutting corners just once is okay, you are still telling yourself that one time is okay. This can create a slippery slope such as a young professional Christensen mentions in the book. “Nick Leeson, the 26-year-old trader who famously brought down British merchant bank Barings in 1995 after racking up $1.3 billion in trading losses before being detected, suffered exactly this fate and talks about how marginal thinking led him down an inconceivable path. In hindsight, it all started with one small step: a relatively small error. But he didn’t want to admit to it. Instead, he covered it up by hiding the loss in a little-scrutinized trading account. It led him deeper and deeper down a path of deception.” Christensen states, “100% of the time is easier than 98% of the time.” Don’t cheat yourself and don’t cheat your organization. Practice integrity in order to practice and stay true to who you are on a personal and professional level. 

  2. Do not just focus on marginal costs. Think bigger. Sometimes, big changes are needed. Christensen gives the example of Blockbuster’s response to the emergence of their competitor, Netflix. Blockbuster saw the demand for DVD mailing early on, but decided they could not sink too much of their existing sales force into a project that could have seen Netflix overturned. In the eyes of Christensen, this led them to declare bankruptcy in 2010. “Blockbuster’s mistake? To follow a principle that is taught in every fundamental course in finance and economics. That is, in evaluating alternative investments, we should ignore sunk and fixed costs, and instead base decisions on the marginal costs and revenues that each alternative entails. But it’s a dangerous way of thinking.” Blockbuster’s thinking was not future-focused. They leaned on the old ways of doing business, and it cost them. This is important to remember for your work life and beyond. For example, if you find yourself away from your family too much, a simple dinner will not make feelings of neglect go away. You need to shift fully and put in consistent effort to make real change.

  3. Be intentional. It isn’t always easy, but if you can work a little bit every day to protect your values and the things that make you the happiest (such as hobbies, family, and friends), you will walk into meetings every day as a better, brighter leader. As Christensen puts it, “if the decisions you make about where you invest your blood, sweat, and tears are not consistent with the person you aspire to be, you’ll never become that person.” You have the power to become the person you want to be, you just need to determine where you invest your energy.

To recap, being a better you takes effort, but it should make you feel good if you are doing it properly. At Ewald, our client teams value the coaching relationships they have with our association leaders: we encourage them to follow their moral compasses while also trying to be as efficient as possible. It’s not easy, but if you take stock of what matters to you and what traits you’d like to adopt in your personal and professional life, you will find those things in abundance. 

To learn more from Clayton Christensen, you can find his book here.

Ewald-blog-Paul Hanscom_Facing your fears as a board director_5-11-22

Facing Fear: Four Mistakes To Avoid as an Association Leader

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Most people in leadership positions have some fear of failure. This is especially true for board associations. After all, they are responsible for advancing the association and profession as a whole for its stakeholders. Association board members have a sense of accountability for the outcomes, whether they’re successful or not.

Fear of failure can prevent a board member or even the full board from making decisions in their organization’s best interest. It can also lead to making decisions that are not in line with the association’s values or strategic goals.

The truth is that worries are common among many board members, whether they’ve been on boards for years or are relatively new to the role. You are certainly no exception to this. Here are a few common fears that have been shared by board members who have gone through interesting journeys of their own.

1. Feeling unprepared or unqualified for the role

It’s quite normal for you to encounter some form of self-doubt in your tenure. You may feel that you are not fully equipped to deal with all the responsibilities required of your service. Certainly, this can be aggravated further when you are faced with problems that you’ve never encountered in the past, such as financial oversight, representing the profession and organization in industry forums, or cultivating partnerships with some of the leading players in the market. However, it is important for you to remember that everyone has their own unique set of experiences and qualifications that they can bring to the table.

There is absolutely no shame in admitting when something isn’t your specialty. You can always seek the wisdom of more experienced individuals who have expertise on the matter.

2. Not having enough information to make good decisions

This is a common fear for first-time board members. After all, you are used to making decisions based on your personal knowledge and expertise. Now, you are tasked with making collective decisions that will affect the entire organization.

Of course, it can be difficult to make informed decisions when you are not familiar with all the relevant information. However, this is where seeking the input of veteran board members, board officers, and your chief staff executive comes in handy. Brainstorming with fellow leaders can help you understand the key areas of focus and surface different perspectives that you may have missed.

3. Being too busy to commit to the role

Board members often have full-time jobs and/or other commitments outside of their board service. This can make it difficult to find the time required to fulfill all the duties of the position.

4. Having a conflict of interest

Board members are often reluctant to voice their opinions on certain matters for fear of appearing biased. This is especially true if they have a personal stake in the issue at hand. However, it is important to remember that you were chosen for your position because the organization values your expertise and opinion. Therefore, you should not hesitate to share your thoughts on the matter, even if it means going against the grain.

Of course, there will be times when it is important to avoid even the appearance of a conflict of interest. In these cases, it is best to recuse yourself from the discussion and allow the other board members to come to a decision.

You can do it

These are just a few of the fears that you may face as a new board member. Remember, everyone faces their own challenges, and there is no shame in admitting when you need help. By working together with your fellow directors, you can overcome any obstacle that comes your way.






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Associations Trends Talk Blog – When Should You Increase Membership Dues?

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Pricing your membership dues is a delicate balancing act. You have expenses, you want to keep your value up, and you want to keep your members. David Ewald recently sat down with pricing expert Ben Malakoff to discuss pricing strategy for associations including when to increase dues, by how much, and how we can change pricing models to be more forward-thinking.

Ewald’s biggest takeaways from Ben Malakoff:

  1. It is time to increase your dues. Your members are vital to your organization, and you want to stay loyal to them as they are to you, but you need to keep up with the cost of operations and inflation. Increasing dues support the value you provide by keeping up with the economy and allowing you to grow. Ben suggests increasing your dues by 2-4% every couple of years. If you haven’t increased your dues in a while, this may be more like 7-8%
  2. Changing your dues model could re-energize your organization. As younger generations enter the workforce, some organizations are considering a subscription-type system where dues are automatically renewed, meaning existing members have to actively opt-out rather than opt-in every year. This is a familiar model to Gen Z, who grew up with subscriptions for content. Another option is the “freemium” model, which gives members free access to some content and allows them to pay for premium content À la carte. Ben recommends being careful with this model, however, as your members provide revenue, making the membership mostly free could cost you consistent revenue.
  3. Communicate. Ben says communicating with your members is the easiest way to evaluate whether or not your dues are appropriate for the value you provide. When altering dues rates, communicate to your members early and often that the price will be changing. Further, if you are considering an increase, send out surveys and/or host a focus group. With this information, you may be able to suggest new offerings or ideas that would provide more value.

Did you miss this month’s ATT? Watch the recording here.

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Efficient Leadership: 5 Ways to Take Care of Yourself

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Your mental health is just like putting your own oxygen mask on before helping others. If you don’t take care of yourself, you will not be at your best for your organization. 

But, as life gets busier, and board roles get more demanding, it can become challenging to find the time and energy to do so. 

In this post, we will review how to prioritize your mental health so you are a better, more effective leader.

  1. Set healthy boundaries: You are used to being the first one in and the last one out, but it is crucial to your mental health that you set firm boundaries to limit how much you are thinking about your work on a day-to-day basis. Being able to manage thoughts can prevent burnout and build resilience. In practice, this may look like telling peers that you will be unable to respond to emails after 5 O’clock, explains WebMD. Setting boundaries does not make you a lazy leader, it makes you strong and more empathetic.
  2. Exercise empathy: Exercising empathy is not only crucial to treating your team with respect and kindness, it is also an important part of nurturing your own mental health. Demonstrating empathy fosters a sense of community in the workplace, showing others they belong and reaffirming that you belong there as well, says The Community Research Center.
  3. Have non-work goals: Your organization cannot be your only passion, explains Fast Company. Having goals outside of your position can ease the pressure of your work. Think about what you are passionate about. Do you want to run a marathon? Take cooking classes? Go on a backpacking trip? Foster your passions outside of work in order to fill your life with accomplishments more than just your position.
  4. Learn what helps you stay still: Thoughtful Leader explains that if you are not the first one to take care of yourself, no one will be. The article explains that you should take a step back when you are “too busy to leave.” It is particularly hard in the workplace to take a step back and take care of yourself, but it is crucial to practice stillness and peace for yourself. Just like sleeping after an active day, your mind needs time to reset and rest as well.
  5. Set an example: Fast Company explains that your actions are felt by those you lead. If your team sees you making a significant effort to take care of your own mental health, they will be much more likely to take care of their own. At the end of the day, your organization will thrive if those within it are taking care of themselves so they can show up and be their best.

May might be Mental Health Month but make a habit of prioritizing yourself year-round. It is crucial for you and your team to make this a habit to avoid burnout and tension within your organization. Take the time, breathe, and be the best you.

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Success with Succession: How to Ease the Transition of Leadership in your Association

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The great recession is affecting companies and organizations nationwide making it more crucial than ever to have thoughtful leadership succession plans.

On Wednesday, May 11, Ewald Consulting hosted its regular webinar featuring Brad Ballinger of Cincinnatus, INC, an accomplished leadership consultant, and trainer. Ballinger sat down with David Ewald to discuss leadership succession practices and ideas for how to handle transitions tactfully and gracefully.

The big takeaway? New leaders always have much to learn, and in these uncertain times, it is essential for current leaders to play a proactive role in setting the new leader up for success.

Other practical advice included:

  1. Association experience versus industry experience is something to consider but may not be a dealbreaker. Consider the individual themselves and how they could lead the organization. If they lack association experience but come with previous leadership experience, they could still be a great fit. It will ultimately be up to you to decide if it’s a fit and whether individuals should be examined on a case-by-case basis.
  2. Ask your current leader to gather information to help the new leader. Ask about their day-to-day work life, their long-term goals for the association, and what they would like to see in a new leader. There is a great deal of information you can gather from the existing leader that can help the incoming leader such as their responsibilities, workload, and ideas for the future.
  3. Set your new leaders up for success. While the new leaders are the ones stepping into the leadership role, those within the association must give them the tools to be successful. Consider what information they may need such as association history, volunteer roles, and more. It will be better to over prepare in this case and not assume the new leader is coming in with all the right information.
  4. Let new leaders know how they will be evaluated. If you have specific goals in the organization, sit down with your new leader and work with them on how they think they can help achieve those goals. From there, you can come up with a specific plan to measure the leader’s progress. This progress may be measured in membership growth, revenue growth, or the launch of a new program such as a virtual conference or webinar.

To watch the full conversation, visit our Volunteer Resources page.

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Make a Greater Impact as a Leader with Our Favorite Resources

Being a leader is no easy feat, especially if you are leading an association in a volunteer role. At times, you may feel overwhelmed with your duties as chair and your daily life responsibilities; at others, you may be excited about the possibility your role has to make an impact.  

Thankfully, there are endless resources out there to help you become the best leader you can be. In this post, we will share our favorites to keep in your toolbox as you navigate your leadership position.

  1. LinkedIn Learning: LinkedIn’s professional development platform has emerged as a leading resource for professionals everywhere. Their library is massive, with shorter, bite-sized content ranging from “how to be more inclusive as a leader” to leading virtually. A few courses worth mentioning are “Leadership Foundations: Leadership Styles and Models,” “Developing your Creativity as a Leader,” and “Navigating Politics as a Senior Leader.”
  2. BoardSource: BoardSource was created with the goal of supporting those in the nonprofit community. The organization conducts research, maintains a database of consultants, and provides regular content to help you navigate your role as a member or leader. A great place to start is their resource page organized by topics such as strategy, executive transition and recruitment.
  3. ASAE: The Center for Association Leadership offers a wide range of resources relevant to association leadership. Under their resource tab, they have content divided out by topic such as leadership succession, diversity equity and inclusion, and organization culture. Many of these articles are available at no cost.
  4. Harvard Business Review: While HBR publishes a wide array of topics beyond board leadership, they offer a great subsection featuring articles about leadership. It’s a practical resource for catching up on leadership trends rather than more specific how-to guides.
  5. Our current favorites? “The Best Leaders Have Contagious Positive Energy” and another “Research: More Powerful People Express Less Gratitude.”
    • Better Boards: Better Boards is a podcast all about creating the best board you can. They offer semi-monthly episodes featuring Ivy League academics and seasoned board leaders.

A strong leader is constantly learning and growing and with the plethora of resources available at low cost or for free, it is now easier than ever for you to tune into a podcast or a video and pick up some tips on how to be an even more effective leader. Save these links and consider blocking out an hour or two a week for professional development – you might be surprised at how far it takes you.  

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