Leadership Boost for an Underperforming Organization

Challenge

The board of directors (board) of the California Association of Flower Growers & Shippers (CalFlowers) had become a management committee where the board president, a volunteer member of the board, functioned as the de facto chief staff executive (CEO is the title they use in place of executive director).  The arrangement had been in effect for about eight years.  Shortly following the 2008 to 2010 recession the association had a revenue shortfall and decided to forego hiring a CEO to manage their staff and operations.

In 2012 the association had corrected their revenue challenges and realized they could afford to hire a CEO.  In that same year they also engaged an association expert to evaluate their association and future needs.  The consultant’s assessment was somewhat grave.  He concluded that the association did not reach the thresholds for even simple adequacy in any of the 10 performance areas he used.

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M3AAWG – Foundation for Growth

Challenge

The Messaging Malware Mobile Anti-Abuse Working Group (M3AAWG) had a very uncertain future when it held its first official meeting in May 2004 in Washington, D.C.  At that first meeting were the five founding members and a number of invited guests from email service providers and their network carriers.

The founding board retained Jerry Upton as their executive director, an experienced industry executive with enough association experience to know that he needed a solid operations and headquarters base to have any chance of growing the organization.

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ABVLM Switched to L&M to Grow

Challenge

The American Board of Venous & Lymphatic Medicine (ABVLM), previously known as The American Board of Phlebology, was founded in 2007 and experienced a few years of good growth for a new medical board.  However, in 2011 when the board of directors assessed their then-current management and operations solution against the growth challenges they faced to mature the organization, they knew they needed to make a change.

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