Group items tagged

by Seth Kahan, April 12, 2013, Fast company 1. fundamental model of membership is in question ...What is membership turning into? Too early to tell. Engaged action is one candidate. This is the anticipated, intentional, collective behavior of a group. 2. Adoption of private sector business practices ...Pursuing the bottomline in tough market conditions seems like a no-brainer, but the overall impact is not necessarily what is desired for a mission driven organization, shifting priorities away from impact and member value. 3. Talent ...continuous, aggressive professional development is an organizational asset only in some associations. This is changing. It means less certainty for employees while it opens up new territory for innovation and expansion of the organization. 4. Competitive intelligence ...many associations are doing negligible work on behalf of their mission. Prices for gathering intelligence are plummeting. Often it is only the CEO who actively searches for new information and connects the dots for organizational strategy. Expect this to change 5. Disruption of members' business Savvy associations leaders are looking around the curve, putting the puzzle together for members. This means going beyond providing information and ata. Instead it means compiling, analyzing, distilling and communicating useful knowledge that impacts members' lives. ???It is not uncommon to see associations beefing up their subject matter experts these days because members need it in a disruptive economy. 6. Driving uptake in a competitive world ...each association owned a small monopoly, providing the single best resource to everyone in their field. No more. With the advent of 24/7 interconnectivity, anyone can set up shop and begin serving your members.

Seth Kahan on CEO peer groups--way to control risk-taking with small group of co-learners 3. CEO Peer Groups form in DC & Chicago - Chicago has One Opening I have been leading CEO Peer Groups since 2009. They are an opportunity to take a year long journey together with 3-4 other CEOs under my facilitation. These special groups are made up of 4-5 leaders who work together to develop leadership performance, improve their results, and dive deep into both strategy and tactics. It is a safe place to expose vulnerabilities and get powerful assistance for the most challenging situations. Ultimately it is about raising the bar on your leadership performance through a community of peers."

Survey by Seth Kahan of 135 executives of trade associations and professional societies among others. Listed innovation priorities for future: educational offerings mentioned 101 times (135 survey participants), member experience--78, meetings--65, ...technology--56 Interesting innovations identified by survey participants on page 17 starting with this one: identifying a unique way of delivering women's leadership programming. Many organizations do it, most for their internal staff development, but don't do it well. We want to drop anchor in a crowded ocean and dive deep below the surface for our reach. Another one: creating an institute to advance the profession: research, human capital and practice management. Yet another: practice Portal www.asha.org/practice-portal/

newsletter by Seth Kahan--this provides a Template for Creating a Grand Challenge--"noble goal that provides value to society at large, capitalizing on your organization's unique assets." Cites American Geophysical Union's Thriving Earth Exchange, a platform for making a positive impact on the planet and society by bringing together three groups. Like this page because it has the steps for thinking big, acting on a vision with magnetic qualities, and is practical in its execution.