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2004 News
G.A. Taylor Fernley joins the board of trustees of The National Liberty Museum 04/17/2004
FOR IMMEDIATE RELEASE
By Fernley, G.A. TaylorApril 2004
Move over, David Letterman. You're not the only one who can count down from 10. For those of you who, like me, enjoy lists and late-night TV, here are my top 10 timely tactics (in reverse order, of course) to achieve standout association leadership status-steps that will separate you from the competition.
10. Conduct quarterly goal reviews. Quarterly goal reviews are highly effective. Circulate an agenda in advance, and allow the meeting to be largely in the hands of the associate. It is your responsibility to field questions and provide resources, when needed, to help the associate achieve his or her personal and corporate goals. Keep these reviews short-no longer than one hour-and conduct them with no more than three people involved. Take notes, and be sure to refer to those notes at your next gathering.
9. Recruit talent. Hire for attitude and train for skill. It is everyone's responsibility within the organization to recruit new talent. Current as well as former associates are great resources to identify emerging talent, especially when they receive financial incentives. Some association management companies do psychological and pe rsonality profile testing. At Fernley and Fernley, we attach the utmost importance to the recruiting process. Once employees are on board, we then devote significant time and attention to their early professional development, focusing largely on philosophy and culture at the start.
8. Replace underachievers. Life is too short. Identify the weak players early on in the process and have the intestinal fortitude to find them a new home. Ensure high levels of productivity by establishin g minimum performance standards at all levels of your organization. For new hires, 30-, 60-, and 90-day review periods are critical and should be conducted in a 360-degree format to ensure that both parties are meeting expectations.
7. Create a learning organization. OK, this phrase is a bit overused in today's business environment, but the concept is strong. Building off our Best Practices Manual, we recently launched F&F University and have appointed a series of deans for d evelopment. It has been a real incentive for people to come and learn. And, yes, we do take attendance and make note of it at review time. We genuinely believe that the best learning can be done from within the organization. We meet on a monthly basis, focusing on specific segments of our business, and encourage interactivity. We insert fun into these meetings to enhance the learning process.
6. Be a coach. Create a mentor or coaching system within your company from the top down. Al low newer associates to go to a meeting or convention to experience it firsthand and learn from the veterans. Allocate time and resources for these opportunities. "Be a coach" should be a part of every CEO's job description.
5. Use outside, professional talent. We believe in using outside professionals selectively to meet with our senior staff in areas of professional development-as a group and individually. As CEO, you have the responsibility to put many quality speakers on the pla tform of your association's meetings. Why not tap into one or more of them to speak to your company when their travels bring them to the area? You can't beat the price, and it sends the signal that you care for the career development of your associates. It might also be to your advantage to share a speaker with another AMC in the area. Whatever the investment, it is a small price to pay when you consider the development of quality staff and the high cost of turnover.
4. Provide marketing support. CEOs must find creative ways to differentiate themselves in the marketplace. You have hundreds of opportunities and services at your fingertips. Consider hiring college interns or recent graduates. They are chock-full of talent and enthusiasm-and won't break the bank. Alternatively, the investment in a full-time marketing director has paid dividends for many of your cohorts. You have to spend money to make money.
3. Recognize a job well done. According to any survey t oday, recognition is more important than money. Recognize achievement whenever it's earned. By liberally recognizing associates' efforts, you build an upbeat environment within your company. Spontaneous recognition provides the highest return. Don't hesitate to ask your associates for ideas to improve your system. You might be surprised with what you find.
2. Communicate your vision constantly. It is your responsibility to define the corporate vision and to communicate it often to a ll company associates at all company gatherings. You may get tired of articulating the vision, but associates never tire of hearing it. Go to great lengths to link your vision to new and ongoing initiatives. Don't lose sight of those quarterly goal reviews and goal-setting meetings. They have proven successful with us, creating a high level of buy-in by team members. Once those meetings are set, don't break them. If you do, it sends a signal that you are not committed to the process.
1. Be the message. Always remember that, as a leader, your actions will be emulated. It is what you do, and not what you say, that really matters. Above all, remember the definition of integrity is to do exactly what you say you will do, when you say you will do it, and in the way you said you would. Simple, perhaps, but a very powerful message indeed.
You heard it here. Words, however, are cheap. Build these 10 tactics into your action plan for 2004 and beyond. You'll be amazed w ith the results.
G.A. Taylor Fernley, president and CEO of Fernley & Fernley in Philadelphia, is a member of the AMC Section Council. E-mail: Fernley@Fernley.com.
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ABOUT FERNLEY & FERNLEY
Fernley & Fernley, Inc., founded in 1886, is a fourth-generation family firm in the association management business, representing 30 trade associations and medical and professional societies. Fernley & Fernley holds the distinction of being among the first to receive national accreditation from the AMC institute (formerly the International Association of Association Management Companies) and the American Society of Association Executives (ASAE) and is the longest established Association Management Company in the country. Throughout the years, Fernley & Fernley has maintained a solid reputation as a leader within the association management field and in the wide spectrum of industries it serves. To learn more about Fernley & Fernley visit their web site at www.fernley.com.