LAP 5: FORWARD THINKING!

Communication from International President Judy McCoy

The International Board of Directors and Headquarters Staff Managers met in Charleston, South Carolina in March to continue strategic conversations about IAAP's future direction. To help provide structure for this discussion, the International Board has chosen to use the results of an extensive study commissioned by the American Association of Society Executives. The study findings and recommendations were published in a book entitled, The Seven Measures of Success, What Remarkable Associations Do that Others Don't. Jim Collins, famous author of Good to Great, helped oversee the research project.

The goal of the study was to look at successful associations (such as AARP, Girl Scouts of America and others) to find out exactly what it is that these remarkable associations do. The study found seven measures that all great associations have in common, split into three broad commitments:

COMMITMENT TO PURPOSE: All of the studies associations were fully committed to their goals without deviation. They all embodied this commitment in two measurable areas.

• Measure 1: A Customer Service Culture—Inside and out, these associations never forget that their first goal is serving their constituents. The culture, when you walk into or call their offices, is friendly and devoted to service.
• Measure 2: Alignment of Products and Services with Mission—All of the products and services offered should align with the mission of the association. This requires constant evaluation and asking the question, "Does this program truly line up with our stated mission?"

COMMITMENT TO ANALYSIS AND FEEDBACK: To ensure that they're adhering to the above commitment, remarkable associations constantly begin and conduct dialogues.

• Measure 3: Data-Driven Strategies—Remarkable associations have developed an expertise in gathering information as well as processes for sharing and analyzing data to help shape programs and services.
• Measure 4: Dialogue and Engagement—An internal conversation continually occurs among volunteer leaders and staff about the organization's direction and priorities.
• Measure 5: CEO as Broker of Ideas—Although the CEO or Executive Director may be visionary, what is more important is that the CEO facilitates visionary thinking throughout the organization.

COMMITMENT TO ACTION: It sounds simple, but remarkable organizations act on the plans they make, always keeping in mind the data they receive.

• Measure 6: Organizational Adaptability—Great associations learn from and respond to change. Although willing to change, they also know what not to change.
• Measure 7: Alliance Building—Associations that are secure and confident in their own right seek partners and projects that complement their mission and purpose.

MISSION, VISION, PURPOSE AND VALUES

After analyzing the key findings of the Seven Measures of Success, the Board determined that the first step of any thorough strategic assessment requires any Association to re-examine its statements of mission, vision, purpose and underlying values. The International Board first discussed IAAP's current mission statement. The current mission statement, "To be the acknowledged, recognized leader of administrative professionals and to enhance their individual and collective value, image, competence, and influence" does not reflect the true reason for IAAP's existence. The statement, rather than speaking to the support IAAP provides to Administrative Professionals, is outwardly focused. It was decided that a new mission statement should be developed.

IAAP also has an existing purpose statement: to provide information, education, and training and to set standards of excellence recognized by the business community on a global perspective. A good mission statement will describe the purpose of the organization. Thus, the Board determined that an additional purpose statement is not needed as part of IAAP's official documents and should be eliminated.

The International Board discussed the current Vision statement: to inspire and equip all administrative professionals to attain excellence. It is believed that IAAP needs to develop a new vision statement that can more accurately described the association both today and at ay point in the future.

Lastly, the Board discussed the current value statements and decided to take another look at these bedrock values that guide and motivate IAAP timelessly.

Here is a status update on these IAAP documents as a result of the March 1st strategy discussions.

Mission Statement: The International Board had a thorough discussion on what words should represent IAAP's reason for existence. The Board developed several draft statements, but will be asking the entire IAAP leadership to comment on their drafts. Look for a communication regarding the mission statement development in a few weeks and your chance to provide comments.

Core Values Development: The board developed five primary values and will be asking IAAP's leadership to comment on draft statements to ensure their validity. This feedback will be sought in the same communication as the mission statement feedback.

Vision Statement: The Board did discuss the development of an IAAP Vision Statement. This process was not finalized but rather tabled until a Mission Statement and Values Statements can be finalized, since the vision of an association is so dependent on its mission and values.

The International Board further discussed the implementation of the Seven Measures Approach at IAAP: Each month, we will report on some of the action items that we plan to implement as a result of this strategy. In this communication, we will focus on Measure 1 and Measure 3, as they are closely related in their proposed action items.

We've determined that IAAP needs to develop methods to better collect data from our members and in doing so, we will be able to establish and maintain an even stronger customer service culture.

Measure 1: Customer Service Culture: We have determined that we can improve our culture of customer service by developing tools to rate member satisfaction and also by establishing baselines of all the constituents we serve.

  a. Develop member satisfaction measurement and feedback tools
  b. Conduct a member needs assessment and establish baseline data
  c. Conduct focus groups with front line staff to determine trends in member satisfaction
  d. Cross-train staff/departments
  e. Survey non-members to establish a baseline of their perceptions of IAAP

Measure 3: Data-Driven Strategies: We plan to look closely at all the ways IAAP communicates and how that communication is used and seek outside help in analyzing these processes.

  a. Identify and count all the ways we communicate
  b. Determine what happens with this communication/data
  c. Look at how it is communicated and to whom
  d. Analysis of this data by outside resources/experts

The entire Seven Measures of Success process will be discussed in greater detail over time through these communications and other venues. We hope everyone agrees that this approach will provide increased member input and a better decision-making process at IAAP.

It's an exciting process, and the blueprint is laid down for us. We hope this communication serves as the beginning of developing a greater understanding of the path the Board is taking to keep IAAP Forward Moving in the future!

In closing, I want to thank you all for joining me on this incredible journey through the 2007-2008 IAAP year!

Sincerely,
Judy McCoy CPS/CAP
IAAP International President
"FORWARD MOVING"