Download - GBBR Leadership Conference "Back of Beyond"
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BACK OF BEYONDTrends in Association Management
Judith Lindenau, CAE, RCE October, 2012
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WHAT WE KNOW ABOUT REAL ESTATE TODAY• Undergoing major
transformation• Members revising
job descriptions from bird dogs to counsellors
• Members have personal finance anxiety
• Brokers reinventing brokerage practicesJWL Associates
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WHAT WE KNOW ABOUT ASSOCIATIONS TODAY• Members have a
different profile, though ’leaders’ may not
• Dues are a declining source of income
• Traditional Real Estate associations have less relevance to members and consumers
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WHAT’S HAPPENING NOW: HOW ARE REAL ESTATE ASSOCIATIONS COPING?
1. Subcontracting, partnering, and shared services
2. Streamlined Governance
3. Volunteer Management
4. New Approaches to Strategic Planning
5. Diversification of Income
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1. SHARED SERVICES
*Mutually beneficial relationships *Building capacity with a minimum of infrastructure investment*Not duplicating services
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GBBR SHARED SERVICES:
Shared Lockboxes—in effect in this area!Working with MAR on Foundation projectHuston Association of Realtors Online StoreMAR resources for videosMRIS resources for business statistics
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• To Other Realtor Associations NSBAR: Contracts out the processing of complaints to Main Street AOR
To Non-Realtor OrganizationsTAAR: Consumer
Complaints to a Dispute Resolution system in the community
SUB-CONTRACTING—A MERGER ALTERNATIVE
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SHARED SERVICESIS GOODBUSINESS
‘members insist that their associations practice good business’
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COMPETITON FOR MEMBERS
NAR-MAR MRIS
GBBR
ASSOCIATION 1
ASSOCIATION 2
ASSOCIATION 3
ASSOCIATION 4
80% OF GBBR’S INCOME IS DUES-BASED. WHAT IS OUR MARKET SHARE FOR THIS MONEY?
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• As brokers see shrinking profitability– They look for ways to reduce
expenses; increase revenues– They see large aggregate
expenses such as duplicate dues and MLS fees to cover market area
• Member expectation is that the REALTOR organization needs to – Build in more efficiencies – Deliver more value for the dues
dollars– Run like a business
• Duplication of efforts and costs - vertically & laterally– Resources could be re-directed to
maximize quality/value
SHARED SERVICES: WHY NOW?
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2. STREAMLINED GOVERNANCE
• Governance Audit: Track a decision process. How many people? How long before approval or dismissal?
• Solutions: – Eliminate committees (3)– Form a separate corporation
for unrelated activities—own board of directors (GBBR Foundation. Possible Real Estate School, Building Management)
– Do what works for your association—avoid the policy tangles of NAR or state association.
– Insist on a Strategic Board of Directors. Have a strategic plan for the Association, for each activity center, for technology and acquisition.
– Work in partnership with staff.
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• Bylaws rules that change frequently. Use policy manuals for operational guidance
• Eliminate from bylaws the items you do not follow completely
• Extra Committees: Internal Affairs, External Affairs, Governance. Read about it: http://www.realtown.com/Judith2/blog/managing-volunteers/three Use task forces, work groups, online forums.
• In-person meetings and body-in-seat educational events whenever possible.
ELIMINATE:
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GOVERNANCE:THE CORPORATE MODEL
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ASSOCIATION MODEL
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• Create strategic agendas• Create future-thinking budgets
(leadership development, technology, R and D, transition/contingency fund)
• Education sessions—community issues, political issues, legal update
• Introduce state/national issues affecting GBBR (why you send leaders to these meetings)
• Focus Director’s attention on the things members do best, not the things staff does best.
• Treat meetings professionally and with respect. Timed agenda, use of consent calendar, plenty of time for ‘homework’
HOW DO WE CREATE A STRATEGIC
BOARD?
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3. VOLUNTEER MANAGEMENT-ADOPT NEW PRACTICES!
Seniors: Association ‘junkies’ Youngers: Geeks
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THE NEWVOLUNTEER
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• Value time. Manage big jobs in little chunks.
• Change your reward system.• Maintain a skill database base
(CRM)• Change your evaluation system for
participation• Accommodate new means of
participation (social media, crowd sourcing, online meetings, interactive website
• Create diversity in every gathering• Embrace Transparency• Encourage Strategic Thinking
VOLUNTEER MANAGEMENT
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4. NEW APPROACHES TO STRATEGIC PLANNING
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• Leadership Assessment• Purpose and Structure• Communication• Adaptability and Innovation• Human Resources• Financial Resources• Professional Resources• Collaborations and Partnerships• Physical Resources• Financial Management• Intelligence• Actions• Evaluation• Community Buy-In• Technology
CONDUCT A CAPACITY AUDIT
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Organizational Life Cycle Stage CharacteristicsConception/ Infancy Voluntarily coming together to solve a
problem; high energy & enthusiasm
Infancy Founder in charge; work expands beyond what the founder can do
Puberty Organization expands but is awkward in dealing with coordination & external affairs; professional management emerges
Young Adulthood More formal management, policies, and procedures; emerging politics
Adulthood Mastering environment; serving clients; established management;New ideas contemplated; high energy; risk- trying to be everything
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Organizational Life Cycle Stage CharacteristicsLate Adulthood Excitement beginning to wane;
Past valued over innovation;Complacency; no sense of urgency or need
Old Age Diminishing ability to serve others;Lack of cohesion among leaders;Little energy available for renewal and reversal of situation
Revitalization Revitalization of mission; re-defining service niche
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• Undefined leadership roles• No policy direction to staff• Decision-making authority is
undefined• Weak communication to
membership• No future vision and goals• Association does not resolve
conflicts• Member needs not regularly
assessed• BOD does not set governing policy• Decision-making by leadership is
not transparent• New ideas from members and
staff are not encouraged and welcomed by leadership
• Volunteers are not trained in their jobs
GBBR CAPACITY AUDIT RESULTS:AREAS WHERE WE ARE WEAKEST
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• Board of Directors attendance is consistently strong
• GBBR has sufficient financial resources to meet its goals
• GBBR has good insurance coverage as an association
• GBBR has a strong cooperative relationship between state and national associations
• Association produces regular financial reports
• Association follows good fiscal management
GBBR CAPACITY AUDIT RESULTS:AREAS WHERE WE ARE STRONGEST
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5. DIVERSIFYINCOME
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• Know your % of income from various sources. In GBBR, 80% comes from DUES
• Know your % of expenses for each program (including professional standards enforcement). Know your ROI for each program. (see the project planning worksheet)
• Set goals based on this inventory• Don’t think pennies, think dollars• Appoint a business development
committee (members + management)
• Report programs based on outcomes, both $$, members served, and indications of success
• Always tie expenditures back to the strategic plan for the association
PROGRAMBUDGETING
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SIZE IS A FRAME
OF MIND
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Strategic PlanningCapacity Assessments
Leadership TrainingIndividual Coaching for AEs and Leaders
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JUDITH LINDENAUJWL CONSULTING
WWW.JUDITHLINDENAU.COM(231) 715-1416