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By Nick Koerbin
Congratulations if you have been appointed as the new CEO of an Association or not-for-profit Organisation.
As an association leader, I have had the opportunity to be appointed to this role several times, and I am happy to share a few lessons
learned during this early time to help you succeed in your new role.
Here are some actions I made in the first four months that have worked for me.
π One of the first crucial steps I recommend is scheduling individual meetings with all staff, including contractors. This is an
opportunity to understand their roles, appreciate their contributions, assess the existing systems, and identify any areas of concern or
frustration.
π Meet with the President to discuss the Board's objectives and how you can assist the President in managing the board's day-to-day
challenges.
π Determine if the Board has an active strategic plan that is being used during its meetings. If not, start developing a strategy to
introduce the strategic planning process to the Board.
π Find out who in the membership or others that influences the sector or association. Meet with them and ask them how the association
could improve. You may find that no one has listened to them in the past, and they may have important information to share.
π Identify critical sponsors and stakeholders and schedule a meeting by introducing yourself and identifying their needs.
π As the newly appointed CEO, your role in this process is crucial. Your decisions will directly impact the organisation's success,
demonstrating the value and organisation of your position.
π You must dedicate the first four months to truly understanding the organisation. This includes meeting with key staff, building a strong
relationship with the President, and, most importantly, allowing members, volunteers, and staff to share their organisation's understanding.
It will help you make informed decisions and build stronger organisational relationships.
The association sector is in the middle of a leadership handover.
Across Australia and New Zealand, CEOs and Executive Directors are moving on. Some are retiring. Some have gone to larger organisations.
Some have left because the relationship with their Board ran out of puff. The reasons vary, but the movement is noticeable, and Boards are
appointing replacements.
The encouraging part is the calibre of the people coming in. Many are genuinely well suited to the job β capable executives with strong
records behind them. A good number are stepping into an association CEO role for the first time.
Most associations can provide a long list of membership benefits. They may include professional development, advocacy, networking, industry information, events, resources, accreditation, discounts and access to specialist advice. However, a list of benefits does not necessarily explain why someone makes the decision to join.
While every Board is different, the same governance issues appear time and again. One of the most common is allowing one personβs behaviour
to dominate the Board table.
Almost every Board has experienced it at some point. One director who seems to consume more time and energy than everyone else combined.
How we help membership based, not-for-profit associations now and into the future.
