To be certain – everyone is in a jar or two. Association executives are in the “association” jar, or the “management” jar. We can’t help our orientation and our perspective. However, we can make sure that our perspectives are not our greatest liabilities.
Continue reading You Can’t Read the Label From Inside the Jar
There are two components to the AMC-model that delivers the performance and value for organizations: economies of scale; and economies of scope. The AMC value proposition is strongest when these are combined.
The first, economies of scale, is self-explanatory. It’s the sharing of certain infrastructure and operational costs across numerous client organizations. Such costs include:
Continue reading The Full Measure of the AMC Advantage is “Management”
Almost all the time.
A number of years ago our good friend, Rick Church, President of CM Services in Glen Ellyn, IL, used the title Head Coach on his business card. At the time it struck me as a bit too cute and cliché to be taken seriously. While I may never use this as my actual title, I’ve come to understand the value and importance of the analogy.
Much like head coaches are not directly responsible for selecting players, executive directors do not select who become association board members, or even association members. However, just like coaches, executive directors are held responsible and accountable for results. Perhaps all too often, executive directors need to be aggressive about their management roles and decisions in the face of opinionated board members, much like coaches must be with team owners.
Continue reading Is an Executive Director Like a Head Coach?