Guest writer: Mary Byers, CAE, Author of Race for Relevance radical: 
1. Arising from or going to a root or source; basic.
2. Carried to the utmost limit; extreme.
Radical change. It can mean extreme—or returning to one’s roots. Or both.
The five radical changes covered in Race for Relevance are both: they are extreme because they cause a lot of discussion and some discomfort. But they are basic in that they invite association staff and leadership to return to the fundamentals of association management: narrowly identifying and meeting member needs.
Association executives who initiate radical changes have several things in common. Keep these in mind and you’ll experience smoother sailing as you affect radical change within your organization.
Don’t run alone. Change leaders realize the course is much more difficult if they are on it alone. Get support first from a small group of leaders you are close to, whom you respect, and whom others respect as well.
Then, let them help you set the pace in the race for relevance.
Recognize that doing nothing is not an option. Those who lead radical change realize that maintaining the status quo in their association is not an option. As soon as they complete one change, they begin looking for another. This keeps their leaders on their toes and looking ahead as well. It also makes it difficult for micromanagement to occur when the scale of change is radical and the pace is rapid.
Have a crystal-clear vision and specific destination. You don’t need to know how the vision is going to be realized when you begin the change process, but you do need to be able to describe it clearly to staff, leaders and any partners you’ll be working with to create change. The more clearly you see the finish line, the more likely you’ll be able to communicate it to others to reach it together.
Focus on the reward. Being a change agent is not for the faint of heart. It takes courage, creativity and persistence. The course may be long and you may experience hurdles along the way. Focus on the benefit of the change and keep it at the forefront of your leaders’ minds to keep you going even when you encounter obstacles or when fatigue temporarily saps your energy.
Make course adjustments as necessary. Some impediments will remain hidden until your efforts are well underway. Don’t be discouraged when you run into them. In other cases, your results may exceed your expectations and you may catch a second wind and get ahead of the plan. In both instances, make appropriate course corrections and keep moving forward.
Communicate, communicate and communicate. Then communicate more. It’s your job to cast a vision and remind your team why you’re undertaking radical change in the first place. Paint a picture of an association with vitality and energy that volunteer leadership and staff want to be a part of. Doing so will keep everyone moving forward. And when you feel you’ve communicated enough, communicate some more. Remember, though you lead an association as your full-time occupation, your volunteers do not. They have plenty of personal and professional distractions to divert their attention. Consistent communication will help keep them on-task and moving forward.
Celebrate. Even small wins are worth recognizing. Radical change is achieved one step at a time. Celebrate each time you move closer to your goal. Not only will this keep volunteers engaged, it makes the journey more enjoyable!
Mary Byers, CAE is an ISAE member, professional speaker and strategic planning facilitator. She can be reached at mbyers@marybyers.com. The above article is adapted from her book with Harrison Coerver titled Race for Relevance: 5 Radical Changes for Associations, copyright 2011.
Join Mary on Saturday, July 23 at the closing session of the 2011 AAMSE Annual Conference.
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