Association Leadership - January/February 2008 - (Page 18) cover story: alliance building why procedures and processes were handled in certain ways and concluded that neither side was right or wrong – an “ah ha” moment for both sides. Out of that meeting came a series of “finding common ground” seminars. The seminars were jointly planned by the two associations and proceeds were shared. Speakers represented each profession and both sides were told. Both Anne Glasgow, executive director, TSPS, and Leslie Midgley, CAE, executive VP, TLTA, agree the partnership has gone a long way toward building good will and educating each group about the other. form of reduced pricing, a packaging of the product that includes the components specific to the member’s business operation, something that makes the member more competitive in his marketplace – something special! The program’s goal should always be a win/win/win for each party.” Another crucial component of any affinity program is the review process. The IBAT endorsement has a track record of positive influence for member banks because they trust the integrity of the review process. While the review is no substitute for a member’s due diligence, members appreciate the analysis and give it strong consideration in making purchasing or contracting decisions. gave TADA with a lead tenant, while THA benefited with a business arrangement that provided a financial stake in the building and a say in the design and construction of space they would soon occupy. A true win/win situation came about via Wolters’ years of TSAE participation. “I will forever owe TSAE a debt of gratitude,” he said. Why pursue an alliance? As the three-employee Texas Agriculture Cooperative Council found out, pursuing an alliance shares and extends limited resources. An alliance can allow a group to gain new skills, reach new audiences, reduce the risk of failure in a particular endeavor or provide access to programs or infrastructure not otherwise available. Legislative Representing the needs of myriad agricultural-related business throughout Texas, the Texas Farm Bureau and the Texas Agriculture Cooperative Council have been working together for more than 35 years. Their constituents have established and nurtured relationships to the point where during legislative sessions, the representative lobbyists get together weekly to review proposed bills and other hot issues being debated in the Capitol. It is truly an alignment of mutual interest with the common goal of serving the needs of their vast constituents. An alliance can allow your group to gain new skills, reach new audiences, reduce the risk of failure in a particular endeavor or just have access to programs or infrastructure not otherwise available. Administrative Bill Wolters, president of the Texas Automobile Dealers Association (TADA), leveraged friendships gained through involvement with the Texas Society of Association Executives to form an atypical, yet successful partnership with the Texas Hospital Association (THA). Wolters and TADA were planning to construct a headquarters building, but needed an anchor tenant before proceeding with financing and construction. Because of the relationship he had formed with THA leaders, the associations formed an alliance that How do you structure a successful alliance? As stated in “7 Measures of Success,” remarkable associations are willing to admit they can’t do everything on their own, and when forming an alliance, these associations communicate clear expectations and do not hesitate to walk away if a win-win situation does not exist. A viable alliance is not about “how can I take advantage of my alliance partner,” rather, the scenario really has to work for both parties or one side will ignore it. Similar to the most common alliance – marriage - a successful alliance is something requiring work, continual refinement and necessary compromise. The more a relationship is nurtured, the more likely the chance of success. Any partnership must begin with clear goals and objectives and an understanding of how communication and task management will be handled. The alliance should begin with a clear plan that defines how goals and objectives will be met, while identifying the roles and responsibilities of each partner and which individual members are charged with each task. continued Affinity One partnership often created by an association is an affinity program, endorsing a product or service to your members. When goals are in unison, an affinity program can be of tremendous benefit to both parties. One consideration is to make all benefits for association members only. According to Ramona Jones, president of IBAT Services – the forprofit subsidiary of the Independent Bankers Association, “The member’s interest is always the first consideration. Will there be a unique benefit that can be provided as a result of this endorsement that the member would not otherwise have received? This benefit might be in the 18 Association LEADERSHIP | January/February 2008
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