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The relationship between the Association Executive and the volunteer leadership is often misunderstood. Although business professionals may lend their talents to their industry and it's betterment, their main focus is their personal business. The AE's main focus is the organization itself and they are the volunteer leadership's reality check. 1. CEO, CFO or Business Manager The Association Executive is NOT a secretary. This professional is your business partner, trusted ally and the most valuable component of the organization. This individual is the Chief Executive Officer and often additionally is the Chief Financial Officer as well. As the organization's business manager this professional provides the necessary expertise to supplement volunteer leadership in making informed and educational decisions. The AE must make certain that by-laws, charters and the overall framework of rules, regulations and laws are followed so that the organization is protected from potential lawsuits. 2. Is an Employee This professional is usually not a volunteer or independent contractor and leaders need to understand that, as an employee, they have certain rights and protections under state and federal labor laws. For the protection of the organization, this individual may want an employment agreement, written job description of responsibilities, performance expectations, reasons for termination and annual reviews at the very least. There should be clear guidance in the organization's by-laws that outlines how this individual is hired or fired and the volunteers must adhere to that procedure otherwise the organization is vulnerable to a lawsuit. An attorney with deep experience in association management and labor issues must be consulted prior to elected leadership taking any action. 3. Manages the Staff At no point does the volunteer leadership micromanage the employee staff. It is the AE's responsibility to hire, fire, reward or reprimand the support staff of the organization. If the elected leadership has any issues with the support staff or the AE, those comments should be made in private to the AE directly. 4. Needs Continuing Education AE's need to improve their skills and increase their understanding of industry issues by increasing their knowledge and networking with their peers. There are specific conferences that they should attend within the industry but there are also conferences specifically for Association Executives. Your association cannot thrive if your staff partner is operating in a void. Place a high priority on budgeting for both industry and Association Executive conferences so that your members can be well served. Some elected leaders insist that their organization can't afford that expense ... the reality is that you can't afford not to. If your budget is that fragile, for the good of the members that you represent, merge with another association and take advantage of some economies of scale on your expense side. 5. Interfaces closely with the Elected Leadership Volunteers climbing a ladder of elected leadership can rely on the AE for advice, guidance, support, encouragement and motivation. This professional is a safety net for leadership by providing a full spectrum of information or identifying sources for necessary supplementation. They provide perspective, alternatives, obstacles and balance so that the elected leadership can fulfill their responsibility to represent the member's best interest. The higher you go within your organization, the closer the contact needs to be. 6. Interfaces with 'Leaders' that Aren't Let's face it ... some individuals get elected to leadership positions that just aren't leaders. These 'Legends in their own Minds' can create a myriad of problems for not only the AE but also the members and the organization as a whole. There are shades of 'bad' that range from ineffectual to dangerous and will appear more frequently on a local level and periodically on a state level. Being a professional, the AE will make the best of this 'bad' situation but will require support from past and future leaders of the organization to deal with their peer. The sad thing is that very little will get accomplished during that term, it will be an emotional roller coaster ride for the staff involved in ever-expanding drama and most of the volunteers won't even realize how bad it really is, or can get, until the organization gets sued or someone quits. Most of the email I get revolves around this area. 7. Facilitates the Defining and Completion of Team Goals Elected leadership may chart the course but it is the AE that keeps the ship running according to plan. Having a Mission Statement and Strategic Plan is great but every organization needs a Business Plan for each committee and the organization as a whole. Everyone who volunteers, no matter what their level, needs to know what the goals and objectives are, how much it will cost, what the timeframe is, who will do the work and how the results will be measured. It is the AE that monitors the progress of all of this activity and ensures that the process is completed. Volunteers need to realize that the AE has no vested interest in the outcome, only that the process is completed so that the organization can gain some forward momentum. 8. Serves as Continuity The AE has experienced a parade of individuals through the respective leadership chairs and committee level. Volunteers come and go. The AE is the only constant in the organization. The AE is there to provide background, perspective, balance, information, guidance, understanding of emerging trends and industry insight. Their global, national, state and local perspective on industry issues is necessary to provide support to volunteer leadership so that whatever direction the organization takes, it does not make decisions in a vacuum. 9. Facilitates the Processing of the Budget Although the AE has input into a budget, the members determine what it will be. The Treasurer and the Finance committee will review the information, recommendations will be made and a board of directors and/or membership will either agree or not. Whatever the outcome, the AE will process the income and the expenses as directed. If expenses are cut (rather than increasing dues or services being paid for by the users) to balance a budget, there might be negative ramifications. This is not the AE's fault so don't blame them. 10. Effectuates Communication AE's manage the information flow to make certain that members know what is going on and that the public has a true picture of what the industry organization represents. Their role is that of 'content provider' rather than the entity that actually produces the final product. The challenge is a budgetary one and can involve a committee or a paid staff person to coordinate the endeavor, which can encompass a wide variety of formats, electronic or otherwise. 11. Annual Orientation of the Elected Leaders Every volunteer serving in a leadership capacity needs training. An AE's responsibility is to provide a mechanism for leaders, on an annual basis, to fully understand how it all works and how they work together. A few topics to consider as part of their training are:
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