Next to not having strong board, volunteer and new member orientation programs, the second most common obstacle I encounter in board planning sessions is this:

"We just don't tell our story well."  But the discussion doesn't end there...

When we do tell our story well, the right people don't seem to notice. Then, when they do notice they don't seem to care. When they do notice and care enough to join and try it, they don't use it! Even worse, those that do buy us, like us and actually use us... don't tell their friends!

It's the great conundrum in organization management but one we must keep facing and fighting to overcome. If your story is well told and being spread by your members, share this with your colleagues (and me) as often as possible. If you're fighting this battle, keep asking until you find your solution.

Whether you have me as your facilitator or not, I'm sure my many colleagues consulting to chambers and associations (David Aaker, Sheila Birnbach, Jack Camper, Chuck Ewart, Bob Harris and Cathi Hight to name a few) would agree with the following advise..

Ask your board members and employees to watch the movie "Moneyball" a night or two before your next planning session. This is a movie that best defines progressive and new thinking. If you haven't seen it, Brad Pitt (as Oakland A's GM Billy Beane) is forced to compete with far less money than his competitors and find an all new approach to winning with little money in the bank.

Sound familiar?

For us to be relevant in the future, we have to open up to all of the new trends, technology and data available to us. This movie will give you, your volunteers and staff members the perfect metaphor to set your minds thinking in the right direction before your next planning session.

Your comments are always welcome! Just reply to this mailing.

I often get to teach the Industry Trends for 4th year classes for the U.S. Chamber Institute for Organization Management and we spend a good deal of time discussing businesses that have recently or are currently expected to go out of business. The class discussion is dynamic. (Can't wait for class discussion on the trends and issues facing the Hostess Company, maker of Twinkies!)

But more than just the dynamic input, the discussion from the class is required to relate to the chambers and associations they represent. Can the mistakes and problems faced by these iconic so called "too big to fail"  businesses happen to us?!?

I highly recommend that organization executives consider facilitating a local two-hour workshop with their board members a month before their annual planning retreat to identify a business everyone knows that has failed along with one that have excelled in this economy. Try to define the reasons for the success or failure and relate how these issues are relevant to your organization.

Plan on having a more dynamic planning session when you do this. 
 

Last week was another perfect example of the genius being in the audience as I worked as an instructor at the U.S. Chamber's Winter Institute for Organization Management.

During the first class entitled "Win-Win Parnterships" an association student was suggesting that her board is referred to as the "Board of Advocates" instead of the Board of Directors.

Here we are in the Chamber of Commerce world known as "The Voice of Business"  and we refer to our leadership as the "Board of Directors." Doesn't the term itself, "Board of Advocates" suggest a whole other job description for these people?  Wouldn't it be outstanding if our board meetings were focused on advocating for our members instead of discussing operational issues?

Board of Advocates. I love it.

There is nothing that kills a professional association or chamber of commerce banquet more than an "Aw shucks" or "Gee wiz" unprepared speech by the outgoing and incoming chairs. Annual banquets/meetings are our premier showpieces and great care must be given for us to shine.

Ask your chairs if you can help them by writing the first draft or outline of their outgoing and incoming speeches. You will seldom get a denial.

For the outgoing chair, write a speech that lists key accomplishments AND key people to thank.  

For the incoming chair, write a speech that lists the goals set at the planning session AND recognize board members and volunteers that helped write and commit to the new plan.

That's it. Don't leave these important comments to chance. Even if they insist on writing their own, give them key material to build their inaugural or commencement presentations. If we slough off our annual meeting, it's much easier for members to follow suit.

Happy New Year!