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Defining Leadership
Presented by Troy Cook
© 2011, National Association of Health Underwriters • www.nahu.org
NAHU Leadership
Leadership in a professional association setting is unique to other types of leadership experiences, such as:
– Corporate/Business leadership– Not for profit community organizations
Success is measured differently, meaning goals, priorities and strategies must take different approaches in each setting
© 2011, National Association of Health Underwriters • www.nahu.org
Not for Profit- Charity Board/Leadership Characteristics
• Few true “members”• Typically have professional “technical” staff
(board members are not often experts)• Non effected activists drive support and
success• Advocacy typically for non board members• Success comes from fundraising, delivery of
services, filling a “need”, “good will” of society
© 2011, National Association of Health Underwriters • www.nahu.org
Corporate-Business Leadership Characteristics
• Employer/employee relationship• Authority relationship• Leaders advocate for mission of the company
which ultimately is delivery of company to clients
• Leadership success is defined by sales, service, profit, company growth, culture
• Financial incentive embedded at all levels
© 2011, National Association of Health Underwriters • www.nahu.org
Professional Association Leadership Characteristics
• Advocacy on behalf of members• Staff are often “association experts” and
board members are “industry” experts• Success is defined by growth of membership,
advocacy efforts, assistance to the members• Mission is about the members within the
assocation• Why should I help my competitor?
© 2011, National Association of Health Underwriters • www.nahu.org
Governance vs. Management
• Governance– Sets goals – 30,000 foot– Approve policy/procedure– Staff/committee
implementation– Monitor for strategic
needed strategic changes– Monitor the
numbers/measurements– Advice and counsel
• Management– Sets goals– Approve policy/procedure– Implements through
management of committees/teams
– Bd members become part of committee leadership
– Responsible for the numbers/measurements
– Active– Coop with staff
© 2011, National Association of Health Underwriters • www.nahu.org
The Seven Step Process1. Mission/Vision2. Business Plan - Goals specific to “effect” the mission
and vision3. Cause and Effect - Define the tasks and tools needed to
reach the goal4. Strategic Plan - Specific measurements defined to
accomplish the goals or measure cause 5. Governance and Management - Define who will be
responsible for each goal and accompanying strategies and measure/track results
6. Communicate, communicate, communicate - To everyone who will listen when appropriate
7. Perpetuation - Evaluate and adjust the process to fit the changing goals, priorities and resources available.
© 2011, National Association of Health Underwriters • www.nahu.org
NAHU mission
NAHU advocates for our members, provides professional development and delivers resources to promote excellence.
© 2011, National Association of Health Underwriters • www.nahu.org
NAHU vision
NAHU is the preeminent organization for health insurance and employee benefits professionals.
© 2011, National Association of Health Underwriters • www.nahu.org
Decisions as a NAHU Chapter LeaderSetting Goals and Priorities
• Must provide a path to measureable impact in accomplishing the mission and/or vision of the organization
• Members pay dues and expect measureable results
© 2011, National Association of Health Underwriters • www.nahu.org
Causing the Mission and Vision to Take Effect
• Basic psychological theory says:– If you want a specific behavior or effect to occur,
there must be a specific and measurable cause of that effect
– If an organization wants to cause their mission to occur, they must understand the basic types of activities needed for each specific cause
– Also could be called “the impact”
© 2011, National Association of Health Underwriters • www.nahu.org
Defining Impact for NAHU Members at the chapter level
• Measureable results could include:– More CE or education opportunities– Providing access to legislative leaders to discuss
key issues– The ability to serve more consumers because of
a program that allows the member to become more efficient
– Become more diversified by learning about new potential sales opportunities
© 2011, National Association of Health Underwriters • www.nahu.org
How do you know if you accomplished a goal?
• Measure the behavior that “causes” the “effect” (or goal) you desire
• Measuring the “impact”• The world is full of examples
– Speed limits– Compensation structures
© 2011, National Association of Health Underwriters • www.nahu.org
If you don’t define the impact your board is striving for, define the goals to get you there, and then measure the activity to reach the goal and
have impact……..
© 2011, National Association of Health Underwriters • www.nahu.org
Then someone else will do it for you
• Unhappy members• Other organizations looking to get your
members (and their resources)• The media• Legislators (tough to advocate when you
have no impact!)• Every future prospective member
© 2011, National Association of Health Underwriters • www.nahu.org
These goals/priorities can and should become your strategic plan outline, but there is more we will still need
(Whose job to define and communicate)
© 2011, National Association of Health Underwriters • www.nahu.org
And once you have defined and measured for success
• You merely can lead and manage the process (and not manage the people)
• You become the lead dog looking at the others still fenced up because they did not have system to maintain and measure the control needed
• Create a positive conditioned response of your team based upon defined stimulus
© 2011, National Association of Health Underwriters • www.nahu.org
So why is it important to “know your role?”
• Confusion• Misinterpretation• Frustration• Inefficiency• Ineffective• Can’t measure what you can’t define
GOOD PEOPLE….BAD SITUATION
© 2011, National Association of Health Underwriters • www.nahu.org
The Golden Rules of Volunteers
• We all have a defined amount of resources to provide:– Time and Talent– Financial
• Once those resources have been exhausted, asking for more or wasting those resources on misinterpretation of role produces a diminishing return
• Don’t waste your resources!!!!!
© 2011, National Association of Health Underwriters • www.nahu.org
So now it is time to build (or keep building) your board
• Each activity or step that is taken must:– Be communicated clearly to essential stakeholders– Be connected directly to your mission, vision and
goals– Have an accompanying strategy– Have a tool or devise for measurement– Be assigned as governance and management role to
the board, committee, staff or members
In essence…….A cause/effect relationship
© 2011, National Association of Health Underwriters • www.nahu.org
Back to the Basics:
• With each of these tasks, leadership must:– Communicate the goals– Verify and clarify the tool set needed– Communicate responsible party and system of
implementation (governance or management)– Communicate the measurement– Report the results
© 2011, National Association of Health Underwriters • www.nahu.org
Back to the Basics:
Once these goals have been set, it is vital that a board has agreement on:
General rules of engagement for the board• Each board member will…….(insert common
duties here…attend board meetings, serve the organization, etc.)
• The board is responsible to……(insert general roles such as serve the organization, measure and accomplish goals, etc.)
Governance vs. Management
© 2011, National Association of Health Underwriters • www.nahu.org
Back to the Basics:
• Communication should be:• Clear, concise, and specific (aka…
meaningful)Notice….often is not necessary
• From President to other leaders• From leaders to committees and task
forces• From board to members• From board to corporate partners
© 2011, National Association of Health Underwriters • www.nahu.org
Don’t get lost in the verbiage, labeling, or naming.
Get engaged in forming the process to accomplish your goals and provide perpetuation of your
organization