The exercise has got me thinking a lot about my role and the role of my Board and, by extension, the role of association staff executives and association Boards in general. And I think the very essence of their complementary roles can be expressed in the following list of questions, and understanding that each has the final responsibility for answering them.
- Why does this organization exist? What’s it for?
- What are the handful of mechanisms that we have for doing that? What businesses are we in?
- What change do we want to create in each of those areas?
- What can we measure that will tell us that change is happening? What are the needles that we will seek to move?
The Staff Executive
- Given the resources available, how can we best move those needles?
- Are they moving?
- If they’re not moving, why?
- If it's a failure of performance, then I'd better deal with it, because that's my job.
- If it's a lack a resources, then I'd better take it back to the Board, because that's theirs.
Doesn't that pretty much sum it up?
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This post was written by Eric Lanke, an association executive, blogger and author. For more information, visit www.ericlanke.blogspot.com, follow him on Twitter @ericlanke or contact him at firstname.lastname@example.org.