“Not too little, not too big, but just right.” We can thank Goldilocks’s innovative decision-making strategies for giving us this antiquated quote. However, unlike Goldilocks, it is not just the temperature of our porridge or the softness of our beds raising skepticism. Instead, organizations are beginning to question the number of members on their board. How many board members is the right amount? What size enables an organization to acquire desired results most effectively and efficiently?
When it comes to strategic planning, there is no question as to if your association needs one. Every organization should have a strategic plan, complete with a planning session that is not just four hours of an already-planned board meeting. Our leaders explained the importance of a strategic plan and why it’s necessary and have summarized the top five reasons that your fiscal year cannot start without one.
Boats aren’t the only thing that are being “a boarded” this season. Summer doesn’t stop associations from thinking forward to the next fiscal year. Many are preparing for their new board members to take their positions and begin their planning for the future of their organization. As this process starts, many ask what do new board members need to know? How can they be effectively and efficiently onboarded? Several of the TMG leadership team weighed in and provided what has worked best for their organizations.
The topic of strategic planning is one that is (at least it should be) at top of mind for all associations and their leaders. Strategic planning is defined as a systematic process of envisioning the future of an association, organization or company, and then in-turn, translating the vision into broadly defined goals or objectives with a plan and steps to achieve them.
A board of directors is a critical component of any organization, and we’re doing a series of articles exploring the board and its responsibilities. Our next article in the series sheds light on the role of the all-important board secretary.
The chief executive of an Association or Professional Society is hired by and reports to the board of directors. Any other staff reports to the chief executive, not the board. This is an important feature of any Association’s organization chart, the understanding that the association’s staff is given direction by the CEO or Executive Director. Similarly, the President or Chair of the board deals directly with board related issues.
An Overview of the Roles of a Board of Directors, Chief Executive and Staff
A board of directors is a critical component of any organization, and we’re doing a series of articles exploring the board, its responsibilities as well as how it collaborates with other key people, such as a chief executive and staff. It’s important that everyone in an organization gets clear about each entity’s role and responsibilities, so our first article in the series, naturally, starts with the basics—who does what?
If you volunteer for or are employed by an association, tell me if this sounds familiar, “Our mission is to be the premier provider of education and networking opportunities to serve the needs of our members”. It’s a fine mission, and in most cases it is true. However, this same mission is applicable to 99% of associations and doesn’t truly speak to why your particular association exists. If your mission statement sounds like this one, it might be time to consider changing it. Here are a few tips to bring to the board table when considering a revision: