Small Staff Association New CEO Resources through ASAE & The Center Small Staff Association Fundamentals, by Jimelle F. Rumberg, CAE 7 Measures of Success: What Remarkable Associations Do That Others Don't, Published by ASAE & The Center for Association Leadership The Center for Creative Leadership Handbook of Leadership Development - Second Edition, by Cynthia D. McCauley and Ellen Van Velsor, Jossey-Bass Publishers, 2004 Leading for Innovation and Organizing for Results, by Frances Hesselbein, Marshall Goldsmith, and Iain Somerville, The Drucker Foundaton Professional Practices in Association Management, 2nd edition, by John B. Cox, CAE ASAE & The Center for Association Leadership Publications Assessing Operations Association Audits from A to Z: A Guide for Executives, by Andrew S. Lang, CPA William D. Eisig, CPA, 2000 Association Audits from A to Z: A Guide for Volunteer Leaders, by Andrew S. Lang, CPA William D. Eisig, 2000 Policies and Procedures in Association Management, by ASAE & The Center for Association Leadership, 2006 Antitrust Antitrust Guide For Association Members: An Outline Of Procedures To Maintain Compliance With The Law, by Arthur L. Herold, 1996 Association Law Handbook: A Practical Guide for Associations, Societies, and Charities, Fourth Edition, by Jerald A. Jacobs, 2007 Associations and the Law, by Jerald A. Jacobs Strategic Planning From Scan to Plan: Managing Change in Associations, by James G. Dalton, CAE Strategic Planning for Association Executives, by Gerald L. Gordon Association Strategic Planning & Research Guide, by Stephen C. Carey, CAE, Ph.D Sarbanes/Oxley Association Law Handbook: A Practical Guide for Associations, Societies, and Charities, Fourth Edition, by Jerald A. Jacobs, 2007 - 19 - Policies/Manual Professional Practices in Association Management, 2nd edition, by John B. Cox, CAE Association Personnel Policies, by ASAE, 1998 Policies and Procedures in Association Management, by ASAE & The Center for Association Leadership, 2006 Board Training 2007 Associations Now Volunteer Leadership Magazine How to Build an Effective Board, by Randall R. Richards, 1997 Reinventing Your Board: A Step-by-Step Guide to Implementing Policy Governance, by John Carver and Miriam Mayhew Carver, 1997 High-Impact Governing in a Nutshell: 17 Questions That Board Members and CEOs Frequently Ask, by Doug Eadie, 2004 Welcome to the Board: Your Guide to Effective Participation, by Fisher Howe, 1995 Sample Board Governance Policies, by ASAE, 1998 Nonprofit Board Answer Book: Practical Guidelines for Board Members and Chief Executives, by Robert C. Andringa and Ted W. Engstrom [BoardSource] Association Audits from A to Z: A Guide for Volunteer Leaders, by Andrew S. Lang, CPA William D. Eisig, 2000 SMALL STAFF ASSOCIATIONS Exclusive Reading List 1. Small Scale: Acting Big for Big Results Associations Now, May 2007, p. 63. ASAE & The Center for Association Leadership, Washington, DC, 2007. Author(s): Kavanagh, Wendy (CAE) 2. Technology for Smaller Associations Associations Now April 2007 Tech Toolkit Supplement, pp. 12-13. ASAE & The Center for Association Leadership, Washington, DC, 2007. Author(s): Danforth, Larry Small associations are not small on the internet. The internet saves money and makes money if your website is connected to your database. You get the most for your dollar if you leverage your database to your advantage, consolidate your purchasing power and look for an integrated solution, go where others have successfully gone before, stay in the mainstream of technology, and keep your investment current. 3. Small Scale: Small Staff, Big Payoff Associations Now, January 2007, p. 71. ASAE & The Center for Association Leadership, Washington, DC, 2007. Author(s): Rumberg, Jimelle (CAE) If I could pick two words to answer why I remain in small-staff associations, autonomy and adaptability would be those words. Working in a small association such as the Ohio Podiatric - 20 - Medical Association is very much like running a small business, and one of the biggest rewards for me is the large degree of autonomy I can exercise. And hand in hand with that huge responsibility comes the necessity to be flexible and adaptable. Fewer staff means less hierarchy, and less hierarchy means that I get to more directly touch those things about association management that are appealing to me--member outreach, strategy, advocacy, and community--and spend less time on administrivia. 4. Small Scale: Redefining the Core Associations Now, December 2006, p. 63. ASAE & The Center for Association Leadership, Washington, DC, 2006. Author(s): Cotter, David The Textile Care Allied Trade Association, a small association with two full-time staff, has defined its value by following the advice of Jim Collins to “Concentrate on what you do best and do that well.” Changes in the dry cleaning industry have led to reduced profits and consolidation for TCATA member companies. A top-to-bottom review was conducted to determine what the association provides that members can’t get anywhere else, and resulted in a mission document containing 18 core goals, which define TCATA’s activities. The association has partnered with allied organizations to accomplish its goals, including expanding alliances to greaten the influence of the industry, and bringing educational opportunities to sales people in member companies. Defining the core mission of the association has helped TCATA target potential new member companies and clearly explain to them the benefits of membership (1 p.) 5. Small Scale: Rewards and Challenges Associations Now, April 2006, p. 75. ASAE & The Center for Association Leadership, Washington, DC, 2006. Author(s): Newborn, Tangie Tangie Newborn shares strategies that have helped her during five years as leader of a small association. It is vital to hire self-starters who are capable of working alone; and delegate whenever possible, allowing your staff, committees and contractors to do their jobs. Consider outsourcing functions such as meeting planning, accounting, and human resources. Find the talented people in your membership and make good use of committees to help with planning and executing. Find ways to multitask and also find time for yourself. In a small organization, it’s wise to avoid personal relationships and steer clear of favoritism. Leaders of small associations have the pleasure of mentoring staff and watching them grow professionally. Developing the many skills of a small association leader makes you more marketable for your own future. (1 p.) 6. What a Day Associations Now, March 2006, pp. 66-70. ASAE & The Center for Association Leadership, Washington, DC, 2006. Author(s): Stoneking, Kim B. Nimsky, Shirley L. Two CEOs of small staff associations—each has a staff of three—kept a diary of a day at the office to show the many hats worn by a small staff CEO on any given day. Kim Stoneking, CAE, executive director of the Indiana Association of Insurance and Financial Advisors, reported on a day when 400 attendees came to the association’s one-day annual meeting. Among his challenges: an exhibitor doesn’t have electricity, an unregistered exhibitor shows up, people are offended by the message of the opening speaker, and last- minute audiovisual and transportation arrangements have to be made. Shirley Nimsky, executive director of the International Society of Endovascular Specialists, struggles with technology issues throughout the day. While waiting for access to the Internet, she analyzes membership data for a report to the chairman, submits payroll, does data entry on dues payments, considers a revised budget proposal, and checks ASAE & The Center’s archives for information on developing a membership marketing plan. She considers finding a new vendor for Web hosting, but overall finds her 16 hour day challenging and enjoyable. (4 pp.) - 21 - 7. Minimum Staff, Maximum Meeting Association Management, May 2005, pp.42-47. ASAE, Washington, DC, 2005. Author(s): Fuller, Erin M. and Perl, Amanda K. This article tells how a small association, the National Association of Women Business Owners gave a big boost to its annual conference. Realizing that their convention was sagging, the associations small staff and devoted volunteers have restructured and enlivened the conventions programming, built up sponsorship opportunities and marketing, and sought more member opinion. Since 2001, they have used the Association Management Bureau. The following changes were made: 1) Restructuring the program to expand the appeal beyond the most-active members; 2) Marketing the meeting more broadly; 3) Opening up sponsorship opportunities; 4) Increasing member feedback. Results have been rewarding and they look forward to continuous improvement. 8. IT made EZ: Ten Ways to Make Better Use of Technology Association Management, November 2004, pp. 33-36, 38. ASAE, Washington, DC, 2004. Author(s): Breeden, George Advances in technology allow small-staff organizations to compete effectively with larger organizations on a global scale. Ten actions are presented that can help small-staff associations overcome the disadvantage of not having dedicated IT resources and specialists. 1)Share the wealth with organizations in the same building who might be interested in sharing IT staff or other resources. 2)Get in front of the eight ball by keeping workstations up to date with security patches, having a good firewall, appropriate backup process, and a good antivirus system, problems can be avoided. 4)Get real by not bing overly ambitious with requirements.