Recently I received an email from an AE who asked, “Is there ever a time when the Board of Directors should be involved in reviewing the performance of my association staff?”
Well, I have a hard time with inclusive words like ’ever’ and ‘never’, but my response to this AE was, “I can’t think of a reason why the directors should be evaluating any staff but you as CEO.” Actually, I can think of some reasons why the directors might do something like that: they are afraid of the larger issues facing the industry, they don’t understand the role of a director, they don’t have any confidence in the CEO, or they’re just plain nosy.
The fact of the matter is (and this can be uncomfortable for the CEO) that the directors hire only one person: the CEO. Then they ask their employee to manage their work product which is based on the goals and objectives that the directors have defined and articulated. Finally, they spend most of their time and resources evaluating the progress toward those goals and in developing and specifying new ones. That’s it. Simple.
The CEO, on the other hand, takes those goals and turns them into measurable strategies which are put into effect. She reports back to the directors and they evaluate her success or lack thereof. The CEO works within the allocated resources to achieve the success and if those resources (read ‘personnel’) don’t measure up, that’s the CEO’s problem to resolve.
It’s not up to the Board of Directors to second guess the CEO’s implementation program. It is up to them to evaluate whether the work program is successful and the organizational goals are being met. If the organization is falling short of its goals, only ONE person can be held accountable—the CEO.
Of course this approach presupposes a lot of accountability on the part of the board and the CEO. The board needs to understand its role as strategy and policy makers, commit to facing the hard issues confronting the industry, and act unflinchingly in the best interest of the association. And the CEO must understand her role in demanding clear policy from the leaders, translating those directions into measurable results, and accepting her accountability.
Here are some action steps:
1. Concentrate on the mission. Put it at the top of every printed agenda, banner it on the web page, paste on the stalls in the association restroom, and print it on the stationary and business cards.
2. Insist that every check the organization writes contain a memo that allocates the expenditure to a specific reference point in the strategic plan.
3. Annually train directors in their responsibilities. They forget from year to year.
4. Schedule a strategic thinking period on every directors meeting. Use the time to review a part of the strategic plan, evaluate the effectiveness of a component of the plan, or hear from your strategic initiatives task force.
5. Use a strategic screening tool to review every program or initiative considered by the board of directors. Keep the ‘strategic decision-making component’ at the forefront of every motion.
6. Have an extensive plan for stomping out micromanagement on all levels. Minutia immobility raises its ugly head in all kinds of situations. Practice saying the following phrases:
“We aren’t going to spend any time on a budget item that represents less than 2% of the total expense budget.”
“Staff will be happy to take care of that detail.”
“Let’s ask our attorney for an expert opinion (or CPA, or technical consultant, or staff specialist).”
“I’ve made a staff recommendation in the material that was sent out with your agenda.”
“Perhaps you’d like to have staff research this matter and present a full discussion and recommendations for action.”
“Since the expense is already covered in the budget you’ve approved, we don’t need to discuss the color of the new doorknob. We’ll go ahead and make the purchase.”
"Thank you for your input. I will consider your feelings when I conduct my staff performance reviews."
What other phrases do you as association managers practice in front of your mirror to help stamp out micromanagement? And how do you deal with the member who wants to evaluate the performance of your staff? Comments are welcome!
A behind the scenes look at organized real estate--what works in an association, what doesn't, and what a long time AE sees as challenges facing the industry from the viewpoint of its professional organization.
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