Leadership Transition

One of the most critical factors that will determine if the association has an outstanding year or just an average one is how well the Chief Elected Officer (CEO) and Chief Staff Executive (CSE) work together. The CEO-CSE relationship functions much like the central nervous system of the human body.

When the relationship is synergistic and communication systems are working, the organization is sending and receiving clear, consistent messages that are converted into effective decisions. But if there is a disconnect in this crucial relationship, the consequences for the organization and all of its other functions can be disastrous.

The annual transition of chief elected officers is a ritual for most associations and nonprofit organizations. It is a critical process for the association, to say nothing of the Chief Staff Executive. But interestingly there are few sources to help guide the CSE successfully through different personal styles, leadership capabilities and individual agendas.

I asked three seasoned association executives for their strategies on how to insure a successful transition and then added an idea or two of my own. Here they are for your consideration and hopefully you can add to this body of knowledge from your own experiences.

• Conduct a planning session with your Chair-Elect as early as appropriate to discuss her goals and aspirations for the association. Try to ascertain how she would define success at the end of her year.
• Establish in a positive manner that you are a peer equal.
• Clarify expectations and be straightforward.
• Maintain a focus on the association’s mission, goals and objectives and help the volunteer see his goals in terms of the association. Get buy-in, if at all possible, for the association’s agenda.
• Agree upon communications styles and procedures.
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  • What kind do they prefer…telephone

…e-mail…fax…memos…work from an agenda?

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  • How often…daily, weekly, as needed?
  • Are they quick decision-makers or need time to think?
  • Do they need to see the issue in writing before reaching a decision?
  • Do they mind being called at home

• Encourage the Chair-Elect and other upcoming officers to attend and participate in the strategic planning process.
• Have defined leadership roles for each officer as they move through the chairs. This helps to reduce any designs to make major changes in association programs.
• Have a job description for each volunteer leader so that they will know precisely what their role is.
• Know the Chair-Elect’s strengths and weaknesses. For example, is he a good public speaker…does he need extensive scripting…or quick on his feet?
• Build on strengths.
• Attend the TSAE Conference for CEOs and CSOs.

And once in the Chair…

• Communicate.
• Form a team based on trust. How do you work together to build that trust? (Be candid, no surprises)
• Remind, if necessary, about your specific roles, but always in a positive manner.
• Emphasize the Chair’s (and other officers) responsibility to identify and develop new leaders.
• To further your relationship with your board chairperson, encourage programmed social time (golf, tennis, dinner, training, etc.)
• Know what’s going on back home…is business doing well or poorly…family problems? (One exec said out of thirty chairs in his career, only two were "a problem," and in both cases this was due to problems with their own organization.)
• Send agendas to preview and seek input.
• Keep informed on the major events, happenings in the association.
• Advise of any major staff changes.
• If you feel your advice is being ignored…use past chairmen and other officers as appropriate.
• Utilize peers to contain any big problems. For example, involve the executive committee if you have a CEO who wants to micro manage.
• Strong CEO/CSO relationships do not happen by accident—they require commitment and work.
• Remember that it is your responsibility to make your Chief Elected Officer a hero during his or her term.

Thanks to the following TSAE members for sharing their thoughts and strategies:

• Terry Townsend, CAE, FACHE, President and CEO, Texas Hospital Association
• Chris Williston, CAE, President, Independent Bankers Association of Texas
• Roger Castenson, CAE, President Marketing Partners, Inc.