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Our most successful clients draw an important distinction between "common practice" (what many do or believe) and "best practice" (what will produce the greatest success), We find few if any "best practices" in associations. That is – one thing that works the best all the time everywhere. In fact, a number of our clients have discovered that their benchmarking activities have actually constrained the organization's desire and ability to be innovative. Explicit or implicit claims of "best practice" are especially misleading when the practices cited were identified by survey research. Data scientists tell us that research that studies the relationship between practices and actual achievement of desired outcomes is usually required to make such a claim. The opinion of survey respondents is not always an acceptable indicator of what really has or will work best. The experience of our clients demonstrates that each association needs to carefully assess what is most likely to work for it. The variables to be considered include, but are not limited to 1. context, 2. condition, 3. content, 4. competencies, 5. capacity, and 6. culture. We observe that CEOs are working to ensure elected leaders are conversant with their selection of operational tools and methods - especially where substantial investment is involved. Perhaps most importantly, making certain that elected leaders understand the rationale for the staff's choice in relation to achievement of desired outcomes for members or mission. . (We note that the most successful rationales also explain the choice in terms of that association's particular realities.) Successful CEOs accomplish that communication while avoiding creating an expectation among volunteer leaders that operational choices (related to things like strategy, technology, marketing, non-dues sources of revenue, etc.) are theirs to make. Respectfully, Glenn |