Association Leadership - September/October 2007 - (Page 19)

7 Measures of Success Measure 5: Broker of Ideas CEO as a This chapter focuses on how remarkable CEOs take steps to facilitate visionary thinking in staff and volunteers. M any of the chief staff executives in the study were visionary leaders. The research showed that the CEO’s vision for the members and his or her ability to foster effective communication, shared vision and collaborative action across volunteer and staff structures is what is important, not the CEO’s vision for the association. In other words, the CEO operates as a broker of ideas, able to inspire and facilitate visionary thinking throughout the organization. CEOs in the study group constantly communicated with staff members and volunteers, making a concerted effort to clarify roles and responsibilities and facilitate the staffvolunteer partnership. By contrast, CEOs in the comparison group often possessed insightful, even brilliant understanding of their organizations and could articulate them well. But they were often somewhat isolated, and their perceptions of their organizations and its culture differed from those of their staff members. The final two measures group together around a commitment to action. Remarkable organizations aren’t just customer focused, aligned with mission, data-driven and engaged; they also translate what they learn into action. ◆ This excerpt from “What Makes Associations Remarkable?” by Mark J. Golden, CAE. Originally printed in the Journal of Association Leadership, Spring 2007. 7 Measures of Success is available for purchase from TSAE. Please visit our website at www.tsae.org for an order form, or call our office for more information. Don’t miss this chance to make your association remarkable! CEO Self-Evaluation Test 1. What steps have I taken to create an open environment for ideas and suggestions? 2. Am I actively encouraging people, with my words and my actions, to bring forth ideas? 3. Do I listen and seriously consider ideas from all staff and volunteers, or just close team members? 4. Are ideas respectfully considered and provided with thoughtful feedback? 5. Is my approach part of the association’s culture and endorsed by the entire staff? 6. Do I explain my vision and strategy so all employees and members can understand how they contribute to the overall strategy? – Bill McCausland September/October 2007 | Association LEADERSHIP 19 http://www.tsae.org

Table of Contents Feed for the Digital Edition of Association Leadership - September/October 2007

Contents Chairman's Column Homepage 60-Second Solutions An Interview with TSAE’s New Chairman TSAE’s Newest Board Members 7 Measures of Success Association Case Study: Diversity on the Board Assessing Your Association: Texas Nursery and Landscape Association TSAE's Annual Golf Tournament Between the Covers Now Online at TSAE.org – Association Leadership Magazine Getting Found Through Web Searches “I Survived a Year on a Committee!” New Members Community Spotlight San Antonio Mississippi Gulf Coast Index to Advertisers Board of Directors

Association Leadership - September/October 2007

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