Board Partner
The board and CSE are partners, with specific roles inside the partnership. The CSE implements the ideas of the board, which is accountable for its governance to the members.
Appropriately, the CSE brings ideas to the board to advance and position the association. A successful CSE ensures that board members are informed about the direction and achievements within the strategic plan, the capacity and efforts to expand the talent pool, and pursuits to enhance the industry or profession as a whole.
Much of the CSE's role is about working on the association so that it is relevant, efficient, and effective. The CSE often facilitates the board's work to create the what for the organization (for example, What is the preferred future? What strategies will be most effective? What values are important to our culture? What is member return on investment?) The CSE then works with staff on creating the how, or the means, to achieve the outcomes defined by the board. The CSE is the linchpin that keeps both alignment and focus on the right work. In essence, the CSE's role is synonymous with organizational performance.
Changing CSE Role
Not too long ago, to be successful, one had to know the other players in his or her industry; the association connection was the place to do just that. If you wanted referrals, you had to meet and greet. Who you knew was essential for effective communication and partnerships. Being elected to the board of an association equated to being at the top of your field. It was the ultimate recognition in the profession.
Over two decades ago, associations had a unique niche often related to why they were formed. Their “golden-handcuff” (affinity) programs were a guarantee of sustainability. Associations represented their members in the public policy, regulatory, or collective-bargaining arenas. The niche was driven by the members as a collective group, and the association only served specific needs that could be solved better together.
The formula for success was to follow a traditional association business model. For example, an association had to have a communications vehicle, a website, member education, a trade show, a public policy agenda, and the like.
Now we have moved to intensely analyzing what the members need and delivering it. The name of the game is “mass customization.” Thus the successful CSE has to know what can be delivered from an entrepreneurial perspective, listen for member needs, and provide solutions.
We live in a nonstop, dynamic environment in which we have few models to follow. It is even more important now to not only listen to members but also “read between the lines” and create member-supported solutions. It is equally important to know what is changing in the environment that will significantly affect members and the association as an entity so that you can prepare to meet the demands of that future state.
This requires a way of thinking that considers the association's relationship to allied associations around the world, regulators, legislators, and global partners. A CSE needs to focus on global competitiveness and strategic positioning of the association.
It is essential to become an organizational designer. How the organization looked ten years or even four years ago may not be right any more. The CSE has to continuously scan the environment, prioritize strategies, and evaluate opportunities. Just because another organization is providing a specific service does not mean it is the right fit for your organization. In fact, if another organization is doing it, what should your organization do differently? What is your differentiated value proposition in the marketplace?
To be an effective organizational designer one has to be open to innovations from other industries or professions. Interacting with peers at the local, state, and national levels, industry leaders and leaders from other sectors through your association executive community, leads to the possibility of cross-pollination. As a CSE, it is essential to learn from others outside the profession you represent. To build on the brilliance of others, you have to reach out beyond your regular networks.
Consider the story of the chief executive officer of Federal Express who, during a business trip, visited a grocery industry trade show. He was introduced to barcode technology at this event, which at the time was primarily marketed to grocers. Tracking packages appeared soon afterward and is still one of the elements of FedEx's success. He saw the innovation as relevant for his own industry and leveraged the opportunity.
Staying within the same circles and hearing the same stories will get you the same results.
Deliver Results
Today, CSEs are asked to deliver results, not just activity—or reports on activity via dashboards or other means. Understanding the return on investment (ROI) for divergent stakeholders and communicating that ROI is essential in today's competitive environment. ROI communication can only be directed from the top of the organization.
Since today is different from yesterday, and tomorrow will be different from today, successful CSEs must have intentional learning about their personal and professional growth. Some CSEs believe they know all there is to learn and could teach other executives about leadership. Really? Do we ever truly master this profession? Savvy CSEs see the value of continual learning. Like the medical and legal professions, perhaps we should “practice” leadership. “Practice” means repetition, learning from the experience, and mastering technique; in other words, continual learning and coaching. Part of that “practice” might include gathering new tools t...
