Journal for Association Leadership

Building Capacity
August 2008

From the Editors

From the Editors of the Summer 2008 Journal of Association Leadership

The Baldrige Model: An Integrated and Aligned Systems Approach to Performance Excellence
Paul Borawski, CAE and Maryann Brennan
Making a good association great requires a performance management system that focuses on sustainability and innovation.

Shedding Old Governance Structures
Barbara Byrd Keenan, CAE and Amanda Perl
A behind-the-scenes look at how the Institute of Food Technologists used knowledge-based decision making to transform the way it governs itself.

The Development of Consensus Guidelines for Strategic Planning in Associations
Michael E. Gallery, PhD, CAE and Susan Waters, EDM, CAE
When data are scarce, best practices have to be ascertained through consensus. But are best practices drawn from consensus and inference as reliable as those derived from empirical evidence? Or is there really a difference?

Confrontation Is Not a Dirty Word
Rhea Blanken
It's time to take the negative connotation off the word "confrontation," and claim constructive conflict as a sign of organizational health.

Small-Staff Association Executive Assimilation: Integration Determines Tenure
Jimelle F. Rumberg, Ph.D., CAE
A new executive, particularly at associations with few staff, must understand and integrate into the culture of the organization, a process that has a reasonably well-defined roadmap but can be quite lengthy.

You Go First
Learning from Corporate Lessons in Social Responsibility
Kristin Clarke, CAE
While a number of for-profit companies have already started to see the payoffs of a strategic social responsibility effort, including greater engagement and innovation, the journey is just beginning for associations and nonprofits. If your organization is contemplating such a strategy, here’s a closer look at how three companies—Green Mountain Coffee Roasters, Motorola, and UPS—have already provided tangible ROI to both themselves and the world.

A Closer Look at Board Governance
Jennifer Blenkle
When there’s change on the horizon—especially when that change is something as significant as new competition—organizations need the combined wisdom of their volunteer leaders and staff executives the most. But what if you inherit a board that is used to serving more as a rubber stamp than a rudder?

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