association membership and relationships

Association Membership

and Relationships

Leigh Wintz, FASAE, CAE

Principal Partner

Tecker International, LLC

New “Shapes” Are Emerging

Visual depictions of new cultures and the decision and work systems that support

them.

- Unified Industry Association

- Constellation Of Partners

- Fluid Functionality

- Member Centric

Hotel

Restaurant Attraction

Transportation

* Charter Councils Hospitality

Associations

Mall

Conference

United Way

Labor

Unions

Airport

Comm.

Realtors

Builders

etc.

Coord.

Comm.

Coordinating. Committee

Coord.

Comm.

Membership

Coord.

Comm.

Coord.

Comm.

etc.

etc.

Council of

Organizations

*Small Business

Council

*Larger

Corporations

Council

Hospitality

& Tourism

Council

*Developers &

Contractors

Council

A “Reshaped Paradigm” –

A Unified Industry Association

The Traditional View If A “Parent” Exists Before Its Parts

International

W. Europe E. Europe Americas

Regions

Chapters

Asia Pacific

Decis

ion

Au

tho

rity

most

least

Traditional View If Parts Exist Before A “Parent”

International

Asia Pacific Americas W. Europe E. Europe

Regions

Chapter Chapter Chapter Chapter

Decis

ion

Au

tho

rity

most

least

A “Reshaped” Paradigm

International

Americas

Region

MISSION

Chapter

Asia

Pacific

E. Europe

W.

Europe

Four Steps In Clarifying Roles, Responsibilities &

Authorities With Chapters or Other Units

1. Decide the outcomes

to be achieved.

2. Decide what work

needs to be

accomplished.

3. Decide how to

organize to get the

work done

4. Decide who needs to

have what

responsibilities and

authorities.

A “Reshaped” Paradigm for Meeting Diverse and Changing Needs

Program/

Strategy

Need

Program/

Strategy

Program/

Strategy

Program/

Strategy

Program/

Strategy

- decision process - work system

- information needs - core capabilities









Guidelines for Teams

in Each “Need” Area:

• A relatively small team - comprised of

individuals with the knowledge, capabilities,

experience, respect, and competencies to:

- Anticipate / show foresight

- Analyze available information

- Develop models / approaches that make

sense

- Achieve political and persuasive consensus /

commitment

• Each team will have the responsibility,

influence, and competencies to aggressively:

- Identify opportunities for collaboration

- Convene the collaborators

- Support their efforts

MEMBER

Professional

Development Publications

Center for Leadership Information

Assets

Executive Offices

A Reshaped Paradigm – A Member Centric Model

A Continuum of Basic Non-Profit Organizational

Relationships

Compete

Battle for the same resource pool or client/customer/member.

Coordinate

Agreed to 3rd party assigns work to each party on one or more initiatives.

Cooperate

Parties assign work among themselves on one or more initiatives; each initiative is handled independently.

Collaborate

Parties accomplish work together; pool resources and risks on one or more specific initiatives.

Merge/Unify

Parties combine resources, interests, decision making systems and authorities.

Acquire

One party assumes the assets of another party - with or without its liabilities, interests and/or authorities.

• Has our association implemented any of these new structural models (or others)?

• Are any of these ideas worth exploring for all or part of our organization?

• Has the implementation been successful? How do we measure success?

• Has member and staff leadership communication been successful in engaging and enfranchising all stakeholders in the new approaches?

Key Questions