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Still in the "Dispelling Conventional Wisdom" session, and Mick Gallery has shared that there's been some concern that the 7 Measures study focused on larger associations, and I've heard that mentioned in hallway conversations. While he admits that is true (the smallest association studied had 50 staff), he offered two facts to consider:

1. Participation was a huge commitment for participating organizations...they were each asked for 15 years of data. Even the 50-staff associations found this a challenge, and smaller organizations would face a capacity problem. However, the task force believes that the factors identified will apply to any size organization. As an example, being mission-focused: who more than small associations needs to be mission-focused?

2. The participating associations were selected via a nomination process; 1000 CEOs were asked who they benchmark against. The likelihood of smaller organizations being mentioned is somewhat negligible.

A great next step, says Gallery, would be to study how the principles apply to smaller organizations. Given the number of small associations in our universe, that's a very good idea.

Posted by Kathi Edwards at 05:00 PM | Permalink

Reflecting on the fly feels like a bit of a contradiction in terms, but I wanted to share some initial impressions of how the Collins and Taylor general sessions stack up for me.

My first observation is that I don't think the two sessions were as different as we might think. Following yesterday's session, some people who know me well thought I might be upset by Jim's apparent "dissing" of innovation. I am well aware of Jim's concerns about the pursuit of innovation, and on some level, I share them. The mindless and undisciplined pursuit of innovation is not a strategy for long-term success. But all organizations, including associations, can create enduring success if they make innovation a genuine and consistent strategic priority. Contrary to popular belief, Jim's long view of moving from good to great is not at all incompatible with the work of innovation.

A second thought comes from the focus in today's general session on what I would broadly characterize as the creative and emotional side of the organization. Bill Taylor, Arkadi Kuhlmann from ING DIRECT and Lyn Thomas from Cirque du Soleil all spoke to this issue in their remarks. I doubt, however, that these leaders are any less committed to using data effectively to support intelligent decision-making. At the same time, they recognize that the human imagination and spirit are also critical elements of organizational success. The notion of "data-driven strategies," one of the seven measures of success and an area of emphasis of Jim's talk yesterday, strike me as unnecessarily one dimensional. In voluntary organizations, the energetic and passionate engagement of all stakeholders is an essential ingredient of strategic advancement, and I'm personally struggling with the notion that an Excel spreadsheet is always the best spark for the creativity our organizations very much need to thrive.

One final thought is simply that all association leaders must entertain a simple notion: there is no one "right" way to make sense of or drive toward organizational success. The ideas contained in the 7 Measures of Success book are now a part of our conversation flow and we will talk about them. I am a passionate advocate for innovation and while I know that all associations can benefit from actively engaging in the work of innovation, I recognize that not all leaders in our community will agree. One characteristic of real leadership is being able to live with the tension of competing ideas, and that is precisely what ASAE & The Center are challenging us to do.

Posted by Jeff De Cagna at 11:27 AM | Permalink

Okay, so I’m a little late to the Jim Collins party…a number of my blogging colleagues have already mentioned key points he conveyed in Sunday morning’s general session so I won’t repeat those. There is, though, one point he made that resonated with me…and perhaps it seems an obvious one. However, depending on your organization, there could be big implications.

“Growth is a cumulative process,” Collins said, “a constant process of asking how we can do better tomorrow.”

What does it mean to do that? Do we have a process in place, and is it part of our organizational DNA? If we don’t and it isn’t, what would it take to put it there? If we look at every program, product, and service as a learning lab for the next one, what shift in perspective might it give us to look at the possibilities instead of what didn’t work?

I greatly enjoyed hearing Jim Collins…I was a little disappointed, though, that he didn’t talk about how the “7 Measures” project results compared to the “Good to Great” findings. What differences and similarities were there, and why? What are his perspectives on how the association community might capitalize on its strengths?

Hopefully, we’ll read about that in the book.

Posted by Kathi Edwards at 11:15 PM | Permalink

More from Jim:

+There are no shortcuts to greatness...it is built day by day, year by year, decade by decade.

+Associations face a profound challenge in "getting the right people in the right seats on the bus." How do you make sure that your key seats (staff, volunteers and board) are filled with the right people?

+The leadership difference in great companies is not the presence of leadership itself, but the kind of leadership demonstrated. (Level 5 Leaders)

+In associations, there may be a "legislative" type of leadership, i.e., not executive leadership, but bridging different views to come up with the right decision, although not necessarily the consensus decision.

+The question of staff-driven or member-driven associations is the wrong question. Associations should be data-driven, intelligence-driven and acting on that data.

+Ask your staff or board, "What do we mean by great results?"

+Your most powerful motivational tool might be an Excel spreadsheet. (Personally, I find that pretty hard to believe. ;>)

+The move from great to good occurs when you refuse to accept the brutal facts and refuse to engage in dialogue and debate about them.

+The signature of mediocrity is not an unwillingness to change, but chronic inconsistency, i.e., preserve the core while stimulating progress.

+It is not just being a change agent that makes you great. You must also be a continuity agent.

+How many of you have a to do list? How many of you have a stop doing list?

+The importance of "disciplined people engaging in disciplined thought and taking disciplined action."

Posted by Jeff De Cagna at 10:16 AM | Permalink

Sys Jim: The WRONG answer to the question of how can associations be great is to be more like businesses. Why? Most business are NOT great.

Posted by Mickie Rops at 09:41 AM | Permalink

More from Jim Collins...

+The 7 Measures of Success is about comparing gold medal winners to silver medal winners. It isn't about being competent, it is about being great.

+The pathway to greatness in the social sector is not be more like a business, because most businesses aren't great.

+Greatness is a cumulative process.

+The minute you say you're great, you're not.

+When you're building something great, there is no single moment of "achieving greatness."

More to come...

Posted by Jeff De Cagna at 09:34 AM | Permalink

Jim is on the stage right now. Here are some key points from his talk so far:

+Jim says that through the project, he has learned that associations are the glue that holds society together.

+Everyone has an opinion. Where's you're data? How do you know that you're opinion merits attention?

+Best practices disseminate too quickly to everyone to separate great from good. How do some become exceptional?

More to come...

Posted by Jeff De Cagna at 09:25 AM | Permalink

Here are the 7 Measures of Success, as just announced at the general session:

+Customer service
+Alignment of Products and Services with mission
+Data-driven strategies
+Dialogue and engagement
+CEO as broker of ideas
+Organizational adaptability
+Alliance building

More to come...

Posted by Jeff De Cagna at 09:18 AM | Permalink