An Executive Director's point of view
April 05, 2015: Exercise good judgment
July 29, 2014: Gut instinct
June 04, 2014: Too much data
But that's not always best.
Sometimes, decisions should be made because they are consistent with the values of those making decisions.
There may not be any data to influence some decision-making, the data may be based on unacceptable assumptions, or the data just may not be that applicable to a particular situation.
So, do what you think is best and what you think is likely to achieve the results that you want.
How you treat employees and contractors, how you interact with volunteers, how you negotiate sponsorship and vendor agreements, and how you conduct other association business should be based on what you think is best for your situation, not on what others report was best for theirs.
November 26, 2013: Speak up!
At one association (where I served as CEO), a vendor was suggested to fill a Board vacancy. Everybody on the Board - yes everybody - thought that was a great idea. The vote would have been unanimous.
I reminded them that the vendor had an economic interest in the work of our organization and would use the position to benefit his business. I asked them what they would say to the vendor's twenty-six competitors when they sought Board positions, too.
Nobody had thought of that. The suggestion was rescinded and no vote was taken. I prevented the Board from making a bad decision.
So speak up when you disagree. Otherwise, you may allow a bad decision to be made.
June 25, 2013: Question authority
But what if they are told to implement a bad decision?
An Executive Director should not want staff wasting resources on something that is not going to work.
So, if you are a staff person and you disagree with the directives of your boss, say so, and offer a better suggestion.
And if you are an Executive Director, welcome - and even encourage - disagreement. It may result in better service and a better product.
June 11, 2013: Discussion techniques
1. In brainstorming sessions all ideas are NOT equal and all ideas are not worth considering. So don't be afraid to prune the list of ideas.
2. In collaborative decision-making settings, people often compromise too soon. Don't let good ideas get dropped just to avoid conflict.
3. When breakout groups are used in large meetings, minority opinions tend to be squelched early on, and never heard by the larger group. Unless you are striving for majority opinion, rather than quality opinion, don't let that happen.
May 29, 2013: Disagreement (gasp!)
That may be because their groups generally consist of like-minded people. They tend to share opinions about the major issues facing the organizations.
Their differences are often limited to tactics, procedures, or logistics. But folks are usually in agreement about big picture matters. So, unanimity is considered the norm.
Organizations that deal with a broad range of issues, however, may experience very different dynamics. Policy positions may be fiercely debated and members may be found on different sides of hot-button issues.
Disagreement in those groups is the norm.
So don't cringe when somebody disagrees with the majority. Don't label dissenting Board members "renegades," and don't strive to make every vote unanimous.
Disagreement is normal. And it's OK.
December 15, 2012: Being different can pay off
(Or was this just an excuse to take a day off?)
December 05, 2012: Information overload
They feel that association members often face too many choices, and the association can play a helpful role in narrowing those choices so members can make better selections.
Sometimes that is true. But not always.
When people are very knowledgeable about a product or strategy, they may prefer a lot of choices. They understand the information required to make choices and can make those choices themselves.
But when people have little or no knowledge about something, they may be less likely to make wise choices. In fact, they may even avoid choosing at all, because they don't know how to select from the many choices available to them.
That's when association curation is most valuable.
So, know when people want lots of choices and when they don't. Don't just curate everything all of the time.
May 11, 2012: Never
Never is a pretty absolute word. And it's not a good idea to use it too often. It locks you into a decision that may make sense today, but may not make sense later on.
Someday, you may find yourself wanting to do something you once said you'd never do - and it may prevent you from taking advantage of a good opportunity.
Aaron Wolowiec explains why it's not a good idea to say never.
Listen to him.