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Reply
to Clearing the Clutter: Oh! The Humanity!
Henry, I agree with everything you say and advocate about the rational process for clearing the clutter in associations. The problems, though, that I see, and have experienced, are two-fold: first, this is a human process, and humans are fickle; second, “soul of the organization” programs are frequently exactly the ones that make no financial sense and are frequently underused.
As humans, we get invested in those things that we fought for, worked for, and loved. Falling in love is problematic in many ways, but THAT is a different topic! Once someone has fallen in love with an idea or a program in an association, though, there is the potential for serious trouble. Particularly when that person (or small group) is someone their successors see as mentors, and are loathe to confront. Make the sponsor(s) retired, or educators of the profession, as is so often the case, and the problem can spiral out of control. No matter how fiscally sound the current leadership says it wants to be, that usually does not include an unpleasant conversation with a mentor. And so, just when support is needed to sunset a program, the leaders head for the hills I’ve seen it repeatedly, and so have you…
A technique that leaders use to justify keeping a program that no longer makes much sense, and which no longer attracts current members, is usually classified as “soul of the organization.” In that status, one no longer needs to justify the program financially. A great way out of the problem, at least for the volunteers. You just can’t trust the advance commitment to a rigorous process it only works when there are no controversies.
On the other hand, the executive is charged with meeting new needs and demands, and doing so within the resources available. I have three pieces of advice for executives facing this, oh, so common dilemma: first, get the commitment that Henry describes, but don’t count on it holding; second, be sure that your financial reporting does account for all of the costs associated with the program at issue; and third, use an outside “bad guy” to deliver the message. If it doesn’t work, you can always blame it on the consultant or the colleague who comes from another association, explaining that he or she just didn’t “get it.”
Getting rid of outdated programs is extraordinarily difficult in the human organizations that associations are. It is worth the effort because resources that are freed up by getting rid of these programs can be used for more current and relevant programs that look to the future. However, executives need to be realistic about them and stop short of so alienating key members that their livelihood is endangered.
Susan B. Waters, EDM, CAE
Published in Association Trends, December 7, 2005
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