I’m not a “milestone” sort of person. I rarely celebrate with big birthday parties for example. My wife and I famously celebrated our anniversary with a drink at the United Club once as we passed each other in the airport. This year, though, when I announced the 20th anniversary of starting Association Laboratory on LinkedIn, the response surprised me. I received more than 7,000 views of the post. I only have 1, 531 connections on LinkedIn. People I’d never met were interested and supportive. It got me thinking about how it all began and what I learned about business and life through the years as I conceived, started and grew my small business. Below is the original HQ of Association Laboratory (no hassles please, I’m not a photography consultant). I started the company out of my condo on the 12th floor. Original HQ of Association Laboratory The voice on my answering machine for the company was an English woman
Tips on creating an outcomes-based culture of accountability that saves time, improves work quality and makes your team happier.
November 15, 2018 – Association Laboratory has launched its annual association environmental research project, “Looking Forward 2019,” a collaborative research effort conducted with leaders of the association management profession. This year, Association Laboratory is expanding its outreach by including state association executives from Ohio, Colorado, Florida, Georgia, California, Kentucky, Tennessee, and Iowa. Also participating will be AAMSE (American Association of Medical Society Executives ) and National Association of Manufacturers.
Why are so many chief staff officers so afraid of their Board of Directors? Because their Boards are difficult to work with and the decisions they make are so bad. Recent research and conversations with CEO friends in association management highlight the astonishing amount of time and energy devoted to convincing, navigating or just plain avoiding bad Board members. We Spend Too Much Time on Governance to Have Bad Boards Much of modern day association executive leadership is focused on preparing and using volunteer leaders to inform decisions. Recent data from Looking Forward 2018, Association Laboratory’s global environmental scan of the association environment, indicated that 69% of chief staff officers identified governance and volunteer management as one of their primary responsibilities. With so much time spent on governance and, specifically, the Board of Directors, why don’t our volunteer leaders do a better job? At what point is a bad Board of Directors our fault as