Trascrizione completa di Ep 96: Transparency and Accountability – Helping Organizations Thrive

00:03:28,654 --> 00:03:32,170 So we have Dogs cats, pigeons, possum. We 85 00:03:32,170 --> 00:03:35,206 have the gamut that have come through our 86 00:03:35,206 --> 00:03:38,018 lives. Right now, we have feral mom cat, 87 00:03:38,178 --> 00:03:40,735 6 kittens that we're hoping to find babies 88 00:03:40,735 --> 00:03:43,372 for. So anything to do with the helping 89 00:03:43,372 --> 00:03:45,863 the animals is right up our alley. And 90 00:03:46,022 --> 00:03:47,616 I don't know maybe that comes from... When 91 00:03:47,775 --> 00:03:49,370 I was a kid in my formative years. 92 00:03:49,688 --> 00:03:51,920 I grew up in Montana during that time. 93 00:03:52,239 --> 00:03:53,036 Lived on a farm. 94 00:03:53,608 --> 00:03:55,757 And that's where I developed my strong work 95 00:03:55,757 --> 00:03:58,622 ethic, that stays with me today. That's great. 96 00:03:58,860 --> 00:04:02,079 So sue, you know, recently, I've been thinking 97 00:04:02,294 --> 00:04:04,541 and writing about the role of 98 00:04:04,994 --> 00:04:06,923 emotional intelligence and successful 99 00:04:07,376 --> 00:04:09,282 organizations. So I wanna get some of your 100 00:04:09,282 --> 00:04:10,179 ideas about 101 00:04:10,489 --> 00:04:13,866 the importance of empathy, self knowledge and 102 00:04:14,405 --> 00:04:16,184 strong social skills for 103 00:04:16,723 --> 00:04:18,720 associations. I don't think it can be understated 104 00:04:18,720 --> 00:04:21,448 the importance to have these soft skills for 105 00:04:21,448 --> 00:04:23,463 board members and for leaders in an 106 00:04:23,920 --> 00:04:26,950 organization. You know, everything an organization does is 107 00:04:26,950 --> 00:04:28,759 to drive the mission and to set those 108 00:04:28,959 --> 00:04:31,437 strategic initiatives. And in order to do that, 109 00:04:31,597 --> 00:04:34,394 you really have to listen to all of 110 00:04:34,394 --> 00:04:37,111 the stakeholders and gather all of those perspectives. 111 00:04:37,271 --> 00:04:40,388 And that's where these skills really come into 112 00:04:40,388 --> 00:04:43,323 play. You need buy in from everybody to 113 00:04:43,323 --> 00:04:45,409 be successful in into develop programs 114 00:04:45,782 --> 00:04:46,282 and 115 00:04:46,828 --> 00:04:50,168 plans that align, and that really is critical 116 00:04:50,168 --> 00:04:50,963 to success. 117 00:04:51,519 --> 00:04:53,132 I think as an 118 00:04:53,507 --> 00:04:56,941 organization and board, it's important for organization to 119 00:04:56,941 --> 00:04:58,292 invest in leadership training, 120 00:04:58,849 --> 00:05:01,655 where they can have an 121 00:05:02,109 --> 00:05:04,597 experiential component to learn and practice 122 00:05:05,051 --> 00:05:05,551 tools 123 00:05:06,258 --> 00:05:07,713 that can help them 124 00:05:08,088 --> 00:05:10,816 navigate the complexities of board service 125 00:05:11,271 --> 00:05:13,314 and leverage and develop those 126 00:05:13,754 --> 00:05:16,574 emotional intelligence skills. Although that's conflict 127 00:05:17,194 --> 00:05:18,254 resolution or 128 00:05:18,634 --> 00:05:22,129 understanding the nuances of communication and how important 129 00:05:22,249 --> 00:05:23,867 context is in 130 00:05:24,245 --> 00:05:26,719 communications. I think that's critical. And all of 131 00:05:26,719 --> 00:05:28,715 this really comes together in the bottom line. 132 00:05:28,875 --> 00:05:30,950 If this is a way to cultivate those 133 00:05:30,950 --> 00:05:31,245 rich 134 00:05:31,924 --> 00:05:34,502 relationships. So that human touch, and those 135 00:05:35,041 --> 00:05:37,438 collaborations really build trust and they lead to 136 00:05:37,438 --> 00:05:40,155 a positive culture. I think that the importance 137 00:05:40,155 --> 00:05:42,880 of those skills can't be understated. And I 138 00:05:42,880 --> 00:05:44,495 think it's incumbent on 139 00:05:44,871 --> 00:05:46,942 organizations to invest in their leaders to make 140 00:05:46,942 --> 00:05:49,273 sure they have an opportunity to practice. 141 00:05:49,744 --> 00:05:52,057 And learn those skills if they are lacking 142 00:05:52,057 --> 00:05:54,210 in some degree going into the board service. 143 00:05:54,449 --> 00:05:56,443 Yeah. That's some some really good points. I 144 00:05:56,443 --> 00:05:59,129 was just recently talking to another Ceo that 145 00:05:59,249 --> 00:06:01,319 said that that's, I guess, his biggest challenge 146 00:06:01,319 --> 00:06:03,230 with boards and he's seeing that with other 147 00:06:03,309 --> 00:06:06,096 Ceos are having similar struggles. So that's really 148 00:06:06,096 --> 00:06:09,144 good points about taking time for the training 149 00:06:09,144 --> 00:06:11,384 and focusing on on that. The agendas are 150 00:06:11,384 --> 00:06:13,785 always full agendas and you'd never carve out 151 00:06:13,785 --> 00:06:16,759 the times. For the necessary training. Yeah. And 152 00:06:16,759 --> 00:06:17,819 in my previous 153 00:06:18,120 --> 00:06:20,839 organization, we had a training program that we 154 00:06:20,839 --> 00:06:22,540 did. It was 2 weekends 155 00:06:23,014 --> 00:06:24,848 members had to sign up and apply for 156 00:06:24,848 --> 00:06:26,523 it and go through the training, and they 157 00:06:26,523 --> 00:06:28,198 could be at any point in their service 158 00:06:28,198 --> 00:06:30,511 to the organization, but it really was a 159 00:06:30,511 --> 00:06:34,297 great way to teach them some real tools 160 00:06:34,435 --> 00:06:36,668 to use. But then also, it was a 161 00:06:36,668 --> 00:06:39,778 way to start cultivating those relationships. So if 162 00:06:39,778 --> 00:06:42,331 you start cultivating those relationships early on, and 163 00:06:42,331 --> 00:06:44,125 then you have that kind of a cohort 164 00:06:44,185 --> 00:06:47,705 people who are moving through those leadership opportunities 165 00:06:47,705 --> 00:06:48,904 and coming up together. 166 00:06:49,384 --> 00:06:50,904 Again,

they have that trust. 167 00:06:51,479 --> 00:06:53,796 And it started with that foundation of that 168 00:06:53,796 --> 00:06:56,033 leadership training. And I think we saw the 169 00:06:56,033 --> 00:06:59,164 benefit of that over the years. When we 170 00:06:59,164 --> 00:07:01,721 kept that going. And I think that's critical. 171 00:07:01,960 --> 00:07:04,836 I think it's more important today, maybe more 172 00:07:04,836 --> 00:07:06,275 so than what it's been in the past. 173 00:07:06,529 --> 00:07:08,388 So how do you think that the responsibilities 174 00:07:08,447 --> 00:07:10,605 of the board are changing today? And, I 175 00:07:10,605 --> 00:07:12,943 guess my follow question of that is our 176 00:07:13,243 --> 00:07:15,400 associations up to speed on how boards need 177 00:07:15,400 --> 00:07:18,277 to function in this new digital environment. And 178 00:07:18,277 --> 00:07:19,229 that's a great question. 179 00:07:19,784 --> 00:07:21,846 I think, you know, the the responsibilities of 180 00:07:21,846 --> 00:07:23,987 the board aren't really changing in terms of 181 00:07:23,987 --> 00:07:27,178 that you know, fiduciary responsibility and setting the 182 00:07:27,178 --> 00:07:28,608 direction and the goals and all of that. 183 00:07:28,846 --> 00:07:30,911 I think where the challenge comes in is 184 00:07:30,911 --> 00:07:33,390 the speed of the decision making and the 185 00:07:33,390 --> 00:07:36,175 complexities that technology brings to that. You know, 186 00:07:36,255 --> 00:07:39,756 a board is responsible for protecting an organization's 187 00:07:39,756 --> 00:07:41,879 assets and their reputation 188 00:07:42,237 --> 00:07:45,015 especially in the digital age. So, you know, 189 00:07:45,254 --> 00:07:48,111 Board needs to be agile and responsive, and 190 00:07:48,111 --> 00:07:50,533 they have to be ready to adapt and 191 00:07:51,147 --> 00:07:54,490 adapt to new strategies and maybe operations to 192 00:07:54,490 --> 00:07:56,343 address emerging technologies 193 00:07:56,878 --> 00:07:57,696 or emerging 194 00:07:58,072 --> 00:08:00,554 opportunities and the threats that may come along 195 00:08:00,554 --> 00:08:03,021 with that. I go back again to, you 196 00:08:03,021 --> 00:08:05,727 know, investing in in some training in that 197 00:08:05,727 --> 00:08:08,296 digital technology and what's coming, you know, an 198 00:08:08,433 --> 00:08:08,592 organization, 199 00:08:09,322 --> 00:08:12,340 needs to help keep their board members up 200 00:08:12,340 --> 00:08:14,801 to speed, but I also think it's incumbent 201 00:08:14,801 --> 00:08:16,628 on individual board members. 202 00:08:17,199 --> 00:08:19,266 To take it upon themselves to look at 203 00:08:19,266 --> 00:08:22,072 what's happening in their professional landscape, 204 00:08:22,606 --> 00:08:24,992 you know, what is a technology that then 205 00:08:24,992 --> 00:08:26,821 passing them on a day to day basis? 206 00:08:27,392 --> 00:08:29,455 Is there any of that technology that could 207 00:08:29,455 --> 00:08:31,780 maybe be brought in and leverage within an 208 00:08:32,074 --> 00:08:34,613 organization to drive that mission and help it 209 00:08:34,613 --> 00:08:36,937 achieve their goal? It's a 2 way street, 210 00:08:37,176 --> 00:08:39,811 but it is really at a point now 211 00:08:39,811 --> 00:08:42,705 where really understanding that needs to be nimble 212 00:08:43,003 --> 00:08:45,893 and to stay current is so important now 213 00:08:45,893 --> 00:08:48,530 for boards. You just can't do relax on 214 00:08:48,530 --> 00:08:50,528 that front. You're gonna miss out on great 215 00:08:50,528 --> 00:08:52,945 opportunities. You alluded to the business landscape 216 00:08:53,258 --> 00:08:56,279 has been rapidly changing and you mentioned Agility. 217 00:08:56,596 --> 00:08:57,573 What kind of 218 00:08:57,948 --> 00:08:59,696 leadership is called for today do you believe? 219 00:08:59,855 --> 00:09:03,154 And how should associations be thinking about recruiting 220 00:09:03,292 --> 00:09:05,129 for those that serve on their boards. You 221 00:09:05,129 --> 00:09:07,204 know, today, you need a visionary leader, You 222 00:09:07,204 --> 00:09:08,561 know, and you need leaders who have a 223 00:09:08,561 --> 00:09:11,675 deep understanding as an organization's mission and values, 224 00:09:12,088 --> 00:09:14,793 and ability to envision those strategies that are 225 00:09:14,793 --> 00:09:17,100 gonna fulfill that mission and serve their members. 226 00:09:17,498 --> 00:09:19,424 There's a need for some common sense and 227 00:09:19,424 --> 00:09:21,742 all of this as well. Often time common 228 00:09:21,742 --> 00:09:24,299 sense is really laughing. I don't think common 229 00:09:24,299 --> 00:09:26,856 sense can be understated in the role of 230 00:09:26,856 --> 00:09:29,825 a board, you know, and being open minded 231 00:09:29,825 --> 00:09:32,373 and collaborative, You know, that's so important. And 232 00:09:32,532 --> 00:09:34,284 I think the other piece a as an 233 00:09:34,284 --> 00:09:36,933 ethics component. Board have to be transparent. 234 00:09:37,483 --> 00:09:37,983 Accurate 235 00:09:38,359 --> 00:09:41,622 communications is expected, and that builds trust, and 236 00:09:41,622 --> 00:09:43,395 that trust is essential 237 00:09:43,850 --> 00:09:44,748 in a culture 238 00:09:45,139 --> 00:09:47,611 in order for an organization to be successful. 239 00:09:47,930 --> 00:09:50,641 If trust is lost, it takes a long 240 00:09:50,641 --> 00:09:53,432 time to rebuild that. And it can be 241 00:09:53,432 --> 00:09:53,932 lost 242 00:09:54,402 --> 00:09:58,399 so quickly. And I think that ethical aspects 243 00:09:59,011 --> 00:10:02,190 really needs to be protected and made sure 244 00:10:02,190 --> 00:10:06,129 that that is component culturally that everybody focuses 245 00:10:06,186 --> 00:10:08,178 on. And then, you know, you ask about 246 00:10:08,178 --> 00:10:10,409 recruitment. You know,

again, I think a board 247 00:10:10,409 --> 00:10:12,321 needs to identify where they have some knowledge 248 00:10:12,321 --> 00:10:13,692 or expertise gaps, 249 00:10:14,251 --> 00:10:15,528 you know, that they may need to fill 250 00:10:15,528 --> 00:10:17,604 on a board. But I do think it's 251 00:10:17,604 --> 00:10:20,079 important for individual board members to take on 252 00:10:20,079 --> 00:10:23,122 a responsibility to identify future leaders, 253 00:10:23,599 --> 00:10:26,459 and mentor and cultivate those individuals you know, 254 00:10:26,618 --> 00:10:29,183 along the way and and figure out who 255 00:10:29,493 --> 00:10:32,671 has a desire and ability and a need 256 00:10:32,671 --> 00:10:34,579 or a want to get back to their 257 00:10:34,579 --> 00:10:35,079 professional 258 00:10:35,612 --> 00:10:37,916 organization. You know, get them involved early on, 259 00:10:38,329 --> 00:10:41,201 but mentor them through the process and mentor 260 00:10:41,201 --> 00:10:43,912 them, you know, over a years through their 261 00:10:43,912 --> 00:10:44,971 service to an 262 00:10:45,348 --> 00:10:47,502 organization until they have an opportunity to serve 263 00:10:47,502 --> 00:10:48,060 on the board. 264 00:10:48,713 --> 00:10:50,011 I think that 265 00:10:50,468 --> 00:10:51,526 is critical 266 00:10:52,462 --> 00:10:54,318 because that mentoring aspect 267 00:10:54,695 --> 00:10:57,806 whether it's formal or informal really doesn't matter. 268 00:10:58,299 --> 00:11:01,395 But that cultivate the friendships and the connections, 269 00:11:02,030 --> 00:11:03,482 and that is 270 00:11:03,856 --> 00:11:04,753 that lifelong 271 00:11:05,602 --> 00:11:08,012 friendship but is really a joy in life, 272 00:11:08,491 --> 00:11:11,128 and that's gonna bring people together. And I 273 00:11:11,128 --> 00:11:13,500 think that that human connections 274 00:11:13,857 --> 00:11:16,505 again, so important in cultivating 275 00:11:16,959 --> 00:11:17,459 an 276 00:11:17,834 --> 00:11:19,902 organization and really, bringing it to life and 277 00:11:19,902 --> 00:11:23,177 serving members. It's just I... Members and some 278 00:11:23,177 --> 00:11:26,433 level want to participate, Especially volunteers. You know, 279 00:11:26,592 --> 00:11:28,419 generally speaking, they're not getting paid for their 280 00:11:28,419 --> 00:11:30,007 time. This is a personal choice. 281 00:11:30,580 --> 00:11:32,019 It's gotta bring joy to them or they're 282 00:11:32,019 --> 00:11:33,620 not going to wanna do it. Yeah. So 283 00:11:33,620 --> 00:11:35,379 you bring up the point about that human 284 00:11:35,379 --> 00:11:36,740 connection, you know, as you know, I have 285 00:11:36,740 --> 00:11:39,553 my new keynote and I talk about... Bringing 286 00:11:39,553 --> 00:11:40,452 the humanity 287 00:11:40,830 --> 00:11:42,127 aspect into technology, 288 00:11:42,584 --> 00:11:45,057 and thinking about that kinda of human touch. 289 00:11:45,376 --> 00:11:47,551 I've been

considering a contraction 290 00:11:47,928 --> 00:11:48,806 between the need, 291 00:11:49,299 --> 00:11:50,176 to being, you know, 292 00:11:50,814 --> 00:11:51,314 technologically 293 00:11:51,772 --> 00:11:54,483 proficient as is an organization yet to lead 294 00:11:54,483 --> 00:11:55,621 from that human 295 00:11:56,158 --> 00:11:58,253 perspective. So where do you see those qualities 296 00:11:58,630 --> 00:12:01,282 intersect from your perspective and what can leaders 297 00:12:01,282 --> 00:12:05,038 do to increase both their technical performance while 298 00:12:05,038 --> 00:12:07,436 human agonizing their approach. That's a lot yeah. 299 00:12:07,596 --> 00:12:10,083 But no. I I get the question and 300 00:12:10,243 --> 00:12:12,654 I think it's important to recognize that technology 301 00:12:12,871 --> 00:12:14,943 is a tool. It's a tool to improve 302 00:12:14,943 --> 00:12:15,443 productivity. 303 00:12:15,899 --> 00:12:18,542 Boards and staff need to work to... Together 304 00:12:18,542 --> 00:12:21,644 and determine how you can leverage technology to 305 00:12:21,644 --> 00:12:23,871 take care of some of those things to 306 00:12:23,871 --> 00:12:24,689 increase productivity 307 00:12:25,318 --> 00:12:28,500 that don't require necessarily the human touch or 308 00:12:28,500 --> 00:12:29,159 the human 309 00:12:29,535 --> 00:12:31,842 relationship. And sometimes it's hard to find that 310 00:12:31,842 --> 00:12:32,294 line 311 00:12:32,733 --> 00:12:34,804 because it feels like especially with all the 312 00:12:34,804 --> 00:12:37,434 things going on with artificial intelligence and everything 313 00:12:37,434 --> 00:12:40,541 where is that line? Technology can't replace decision 314 00:12:40,541 --> 00:12:42,548 making. You can bring your data help you 315 00:12:42,548 --> 00:12:45,036 make a better decision. But I think really 316 00:12:45,332 --> 00:12:47,400 trying to find... I don't know if you'd 317 00:12:47,400 --> 00:12:49,070 call it a line in the sand, so 318 00:12:49,070 --> 00:12:51,717 to speak of where the technology needs to 319 00:12:51,717 --> 00:12:54,109 end and the human relationship needs to start. 320 00:12:54,587 --> 00:12:58,118 I think is really important for organizations to 321 00:12:58,176 --> 00:13:00,898 understand. And maybe that means bringing in some 322 00:13:00,898 --> 00:13:02,990 experts? You know, to help evaluate? 323 00:13:03,366 --> 00:13:05,833 Where is that line? And how can we 324 00:13:05,833 --> 00:13:06,811 leverage technology 325 00:13:07,345 --> 00:13:10,070 to service various needs, but where does that 326 00:13:10,070 --> 00:13:11,745 come to an end and where does that 327 00:13:11,745 --> 00:13:13,978 human touch come required? And there are a 328 00:13:13,978 --> 00:13:15,653 lot of spurt such as of people in 329 00:13:15,653 --> 00:13:17,727 a dot or source team who can help 330 00:13:17,727 --> 00:13:20,467 with that? And I think that's a critical 331 00:13:20,602 --> 00:13:21,102 piece 332 00:13:21,475 --> 00:13:21,975 for 333 00:13:22,507 --> 00:13:25,046 organizations to really kind of understand. And have 334 00:13:25,046 --> 00:13:27,760 discussions about. We may talk all around it 335 00:13:27,760 --> 00:13:29,587 because we're talking about so much about technology. 336 00:13:29,905 --> 00:13:32,073 But really, from an organizational standpoint, 337 00:13:32,526 --> 00:13:34,766 where is that line to them? And having 338 00:13:34,766 --> 00:13:37,234 that conversation is important. Yeah. To that point, 339 00:13:37,473 --> 00:13:40,021 sue, we've been having those conversations because I 340 00:13:40,021 --> 00:13:41,374 think with every group is a little bit 341 00:13:41,374 --> 00:13:43,854 different, and there's... Definitely pros and cons. So 342 00:13:43,854 --> 00:13:45,999 we'll take a simple example. We're working with 343 00:13:45,999 --> 00:13:48,939 an organization. Just looking at some sort of, 344 00:13:49,098 --> 00:13:51,419 you know, chatbot for customer service. You know, 345 00:13:51,499 --> 00:13:53,574 we ask a conversation of at what point 346 00:13:53,574 --> 00:13:55,011 do you wanna make sure that there's a 347 00:13:55,011 --> 00:13:58,044 human touch? And or do you use those 348 00:13:58,044 --> 00:14:00,768 chatbot bots for your customer service, teams and 349 00:14:00,768 --> 00:14:03,069 then continue with the human touch. So I 350 00:14:03,069 --> 00:14:05,371 think there's always a different way to kind 351 00:14:05,371 --> 00:14:07,592 of look at how you can use the 352 00:14:07,592 --> 00:14:10,411 tools as teams you talked about kind of 353 00:14:10,626 --> 00:14:11,126 improve 354 00:14:11,659 --> 00:14:12,159 productivity, 355 00:14:13,327 --> 00:14:14,463 but not lose 356 00:14:15,076 --> 00:14:15,576 why 357 00:14:16,203 --> 00:14:19,227 people are engaged in your organization. Yeah. And 358 00:14:19,227 --> 00:14:21,159 so I think, you know, they having those 359 00:14:21,375 --> 00:14:23,856 conversations is really important. We work with some 360 00:14:23,856 --> 00:14:24,356 nursing 361 00:14:24,732 --> 00:14:27,119 organizations, they're not working 9 to 5. They 362 00:14:27,119 --> 00:14:29,848 may be needing something at the hospital at 363 00:14:29,905 --> 00:14:32,825 midnight. So in those situations, those chatbot are 364 00:14:32,944 --> 00:14:34,863 nice to have because if otherwise, they would 365 00:14:34,863 --> 00:14:37,100 have nobody. You know, assessing kind of that 366 00:14:37,100 --> 00:14:39,738 culture that need within the culture of whatever 367 00:14:39,738 --> 00:14:41,895 the profession is or whatever the organization is 368 00:14:41,895 --> 00:14:44,066 a is a critical point. That's why it's 369 00:14:44,066 --> 00:14:45,661 not gonna be the same for everybody. I 370 00:14:45,661 --> 00:14:48,452 don't think it's a specific framework that works 371 00:14:48,452 --> 00:14:50,765 for everybody. You need to have that individual 372

00:14:50,765 --> 00:14:53,174 assessment and figure out where that is. And 373 00:14:53,174 --> 00:14:54,934 then I think that's so important, you know, 374 00:14:55,014 --> 00:14:56,394 within the culture of an 375 00:14:56,695 --> 00:14:58,695 organization. But I think the other piece that 376 00:14:58,695 --> 00:15:00,214 comes into play are the resources. 377 00:15:00,709 --> 00:15:02,619 You know, you have your staff resources and 378 00:15:02,619 --> 00:15:05,087 you have your financial resources. And then you'd 379 00:15:05,087 --> 00:15:06,701 have your risk and your benefit? 380 00:15:07,156 --> 00:15:09,146 And how are you finding kind of that 381 00:15:09,146 --> 00:15:12,898 sweet spot? You where you are leveraging and 382 00:15:12,898 --> 00:15:14,432 pulling all of those levers 383 00:15:14,885 --> 00:15:16,816 to really provide the best service 384 00:15:17,190 --> 00:15:19,018 to your members. It's a little bit of 385 00:15:19,018 --> 00:15:21,503 an art I think to figure that out 386 00:15:21,503 --> 00:15:23,736 and some expertise to figure that out. Yeah. 387 00:15:24,135 --> 00:15:26,549 Absolutely. So kind of before we wrap up 388 00:15:26,687 --> 00:15:28,361 today, my, last question to you is... 389 00:15:29,094 --> 00:15:30,471 How do you feel that 390 00:15:30,848 --> 00:15:33,400 associations can reimagine governance? You know, it's so 391 00:15:33,400 --> 00:15:35,633 important that they have a strategic governance model? 392 00:15:35,872 --> 00:15:38,025 We have to move away from the bureau. 393 00:15:38,279 --> 00:15:38,758 Democratic, 394 00:15:39,555 --> 00:15:42,905 operational or governance model that that kinda gets 395 00:15:42,905 --> 00:15:45,777 a board stuck in doing certain things. And 396 00:15:45,777 --> 00:15:47,771 and the board needs to be strategic. 397 00:15:48,264 --> 00:15:50,760 And emphasizing their long term vision 398 00:15:51,138 --> 00:15:53,474 and with innovation and adaptability 399 00:15:54,012 --> 00:15:56,247 all kind of baked into their cake. And 400 00:15:56,247 --> 00:15:59,158 that's so important so that they can monitor 401 00:15:59,217 --> 00:16:01,454 their performance. They need to have those objectives, 402 00:16:01,694 --> 00:16:04,091 monitor their performance and have the ability to 403 00:16:04,091 --> 00:16:06,665 make those little tweaks to continue to improve. 404 00:16:06,825 --> 00:16:09,545 A lot of little tweaks are easier, I 405 00:16:09,545 --> 00:16:10,285 think for 406 00:16:10,825 --> 00:16:12,825 individuals and a board to digest than a 407 00:16:12,825 --> 00:16:15,240 big major overhaul so if you can keep 408 00:16:15,240 --> 00:16:17,879 that in mind, I think that is important 409 00:16:17,879 --> 00:16:20,519 from a governance standpoint. You know, you have 410 00:16:20,519 --> 00:16:23,240 to embrace the technology tools in the digital 411 00:16:23,240 --> 00:16:25,427 tools. And to enhance your effectiveness. 412 00:16:25,802 --> 00:16:27,393 I don't think there's any way around that. 413 00:16:27,552 --> 00:16:29,063 You just need to really fit that line 414 00:16:29,063 --> 00:16:32,108 in the sand where you're using technology versus 415 00:16:32,339 --> 00:16:34,649 your human touch. And I do think it's 416 00:16:34,649 --> 00:16:36,800 so important to get all your stakeholders around 417 00:16:36,800 --> 00:16:39,451 the table. You need to have all those 418 00:16:39,509 --> 00:16:42,475 perspectives and all of that input, it gets 419 00:16:42,475 --> 00:16:45,115 that buy in. Some everybody gets involved. And 420 00:16:45,115 --> 00:16:46,095 whenever people 421 00:16:46,394 --> 00:16:49,595 humans buy into something, they'll promote it, they'll 422 00:16:49,595 --> 00:16:51,757 support it, they'll want to see it be 423 00:16:51,757 --> 00:16:54,932 successful. And I think that is critical. You 424 00:16:54,932 --> 00:16:56,520 also need your... For your members who are 425 00:16:56,520 --> 00:16:58,822 a little more, just paying their dues and 426 00:16:58,822 --> 00:17:01,466 not so engaged, you need their feedback? How 427 00:17:01,466 --> 00:17:02,444 are they really 428 00:17:02,821 --> 00:17:05,075 perceiving the services that they're getting from the 429 00:17:05,372 --> 00:17:07,778 organization and the value of that membership? You 430 00:17:07,778 --> 00:17:09,371 need to have your finger on the pulse 431 00:17:09,371 --> 00:17:10,748 of the average member 432 00:17:11,124 --> 00:17:12,956 because what is it? An average of maybe 433 00:17:12,956 --> 00:17:14,412 what, 2 to 5 percent 434 00:17:14,803 --> 00:17:17,667 of members volunteer and some capacity with our 435 00:17:17,667 --> 00:17:18,167 professional 436 00:17:18,701 --> 00:17:21,350 organization. That's a whole lot of members left 437 00:17:21,406 --> 00:17:24,213 outlier. Who are just enjoying the benefits on 438 00:17:24,213 --> 00:17:26,048 some level, but you need to know what 439 00:17:26,048 --> 00:17:28,283 their perceptions are around Those benefits. And are 440 00:17:28,283 --> 00:17:30,605 you really serving their needs? And that, I 441 00:17:30,605 --> 00:17:33,144 think it's a critical piece that probably needs 442 00:17:33,144 --> 00:17:35,683 to happen more frequently in terms of short 443 00:17:35,683 --> 00:17:38,970 surveys or advisory boys or things that can 444 00:17:38,970 --> 00:17:41,450 provide that feedback. And then above all, you 445 00:17:41,450 --> 00:17:43,904 need to have that transparency and accountability or 446 00:17:44,263 --> 00:17:46,571 that's what builds the trust, which will help 447 00:17:46,571 --> 00:17:49,277 your organization's thrive. And from my standpoint, that's 448 00:17:49,277 --> 00:17:51,744 like a non negotiable. That's just critical, 449 00:17:52,302 --> 00:17:53,416 especially in this environment. 450 00:17:53,908 --> 00:17:56,533 It does take much if a mistake is 451 00:17:56,533 --> 00:17:59,477 made, and something gets posted online and before 452 00:17:59,477 --> 00:18:01,323 you know it, you have law. All of 453 00:18:01,323 --> 00:18:03,979 that. You have to guard that and really 454 00:18:04,277 --> 00:18:07,550 promote how important that is within an organization 455 00:18:07,550 --> 00:18:10,126 to make sure that you are being honest 456 00:18:10,519 --> 00:18:13,174 and forthright right in what you're doing, ethical 457 00:18:13,792 --> 00:18:14,611 and transparent. 458 00:18:14,989 --> 00:18:16,506 It's just critical in the day and age. 459 00:18:16,665 --> 00:18:18,980 You can't skirt that aspect at all. Yeah. 460 00:18:19,314 --> 00:18:22,280 Totally agree. So, Sue, this was a great 461 00:18:22,736 --> 00:18:25,543 conversation. Thank you for taking time today to 462 00:18:25,680 --> 00:18:28,408 share your thoughts and knowledge with the community 463 00:18:28,719 --> 00:18:31,436 And if anybody's interested in getting in touch 464 00:18:31,436 --> 00:18:33,594 with Sue, can reach her at sue at 465 00:18:33,594 --> 00:18:37,030 org dot com or contact me at sherry 466 00:18:37,030 --> 00:18:39,986 at org dot com. Again, appreciate your time, 467 00:18:40,145 --> 00:18:41,890 and I'll have you on the show again 468 00:18:41,890 --> 00:18:44,033 soon. Alright. Great. Thank you, Sherry. I really 469 00:18:44,033 --> 00:18:44,429 appreciate it. 470 00:18:45,320 --> 00:18:47,799 We hope you enjoyed this episode and discovered 471 00:18:47,799 --> 00:18:50,039 tips and information that will add value to 472 00:18:50,039 --> 00:18:51,980 your leadership style and your 473 00:18:52,279 --> 00:18:52,440 association. 474 00:18:53,160 --> 00:18:56,918 Dot org source specializes in positioning teams for 475 00:18:56,918 --> 00:18:58,769 success with solutions for technology, 476 00:18:59,223 --> 00:19:00,574 strategy, and marketing. 477 00:19:01,210 --> 00:19:03,929 Please contact us at info at org source 478 00:19:03,929 --> 00:19:06,743 dot com or visit WWW 479 00:19:06,881 --> 00:19:09,275 dot org source dot com to find out 480 00:19:09,275 --> 00:19:12,104 how to keep your organization on track to 481 00:19:12,398 --> 00:19:13,589 association 4.