When you work with enough associations you learn to recognize what success feels like – not just when it is happening, but when the course is being set. Success is predictable, as is failure.
For most organizations, summer is the make-or-break season. That would seem counter-intuitive, as it is a quieter time, often with few meetings. The seeds for success or failure are sown during the summer (or in the first few months of our term.) If you fail to plan, plan to fail. Getting off to a good start is essential.
The feeling of success is best characterized by the words, “calm” and “controlled.” The feeling of failure can be described as “chaotic” and “crazy.” Success comes from being proactive, but failure comes from being reactive.
Most presidents bring their own agenda to the office. It is important to check your agenda against the mission. If they are not a match, change your agenda to align with the mission. That is your job as a fiduciary.
As president, it is only human to feel proud when goals are achieved, but chances are that those goals were accomplished by collaborating with other volunteers and the management team. Spread the praise liberally.
Here are some practical things a president can do at the start of their term to ensure success.
Governance
- Have a Plan of Work for the year. Know what you want to accomplish and how you plan to do it.
- Have committee chairs and members in place. Be sure each committee knows what it is to do. Similarly, have task forces in place.
- Hold a board orientation, as well as a strategic planning session.
- Retreat.
- Meet with management and set up a communications plan.
Finance
- Be sure a budget is in place.
- Know how to read and understand financial reports.
- Make sure the new account signatories are in place.
- Develop realistic fundraising/sponsorship goals and plans to achieve them.
- Review a copy of the most recent 990.
Membership
- Know the membership stats and set very realistic goals.
- Work with the Membership Chair to develop strategies for member recruitment, engagement and retention.
Communications
- Have a clear understanding of current communications, including newsletters, websites, eblasts, social media.
- Develop a master list of publications and deadlines.
Programs
- Meet with the legislative committee to understand emerging issues.
- Meet the lobbyist if there is one.
Events
- Review event offerings and make any changes.
- Put together a master calendar for the year.
- Be sure it is clear who does what for events.
It is really all about planning and becoming informed.
