by: James Young
- Factions rule. Departments are accountable, not people. Silos prevent collaboration. You lack shared goals. There are backchannels, not open avenues. You don’t have a clear (no less shared) vision. Trust, if it exists, is pocketed. Fear blunts collaboration.
- There is no strategy or plan. The staff is overwhelmed at serving everyone at all times. You lack focus because you aim to satisfy, not cultivate connection. Trust comes from a series of one-offs, not a longitudinal journey. The outcome is a satisfying bowl of bland oatmeal, not a delicious lunch and conversation with a friend.
- Focus on short-term revenue. This year’s revenue goals drive all actions. Actions drive behaviors. The short-term blitz blinds our ability to reflect or plan. Today drives tomorrow and unrealistic goals and a rigid culture fuel resentment. There is a lack of investment: in people, in innovation, in the future, in care.
- Trapped by old business models. Over-focusing on reliable, annual recurring revenue is great if it’s diversified and growing. Over-focusing on annual recurring revenue if it’s the opposite – decreasing, rigid, and undiversified – can be a sign that your association is headed in the wrong direction.
- Meaningless vision. Rallying cries can be great motivators if (a) they’re true, (b) people believe in them, (c) people are willingly committed to bust their tails to get there, and (d) they will come true. Is your vision a committee-led satisfier or an exciting driver of the future?
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About the Author
James Young is founder and chief learning officer of the Product Community®. Jim is an engaging trainer and leading thinker in the worlds of associations, learning communities, and product development. Prior to starting the Product Community®, Jim served as Chief Learning Officer at both the American College of Chest Physicians and the Society of College and University Planning.