I offer for your consideration that it persists for the following core reasons:
1. Te lack of a cohesive stable leader- ship team well trained in the deci- sion sciences with agreed upon com- munication and problem resolution skills & protocols.
2. Te absence of clarity on what does success look like (the End in Mind), how will we know we got it, and what is the path to get there?
3. Te failure to constantly overcom- municate to all stakeholders about the EiM, the path and the progress.
4. Te inability of Association leaders to understand and confront their economic realities (who pays for what standard of care, when, and why).
5. Te wide performance and fee ex- pectation gap between Associations and their service providers. (Associa- tions want low cost perfection. Ser- vice providers want a fair exchange for perfection. Resentment builds over scope creep and lack of clar- ity and agreement on standards of care.)
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Te first step in any problem-solving process is to define the problem. Tese five core reasons and CSFs are not the problem. Tey are treatable symptoms.
Te problem is us – the professionals, the volunteers, the trade associations and all the other stakeholders. Up to now we have been focused on “Smart” important ur- gent stewardship issues. Not on the important not ur- gent “Organizational Health” leadership issues.
To me the smart stewardship skills and tools are pre- requisite permission to play skills and tools. Leader- ship and Organizational Health skills and tools prop- erly deployed can deliver an outcome that changes everything.
Te industry has gone thru what I call the Discovery Era (What is this Common Interest Development thing?) and the Smart Era (What content knowledge and op- erational tools are required?). It is now time for the Organizational Health Era (How do we achieve func- tional and emotional satisfaction?).
Organizational Health requires different mindsets, toolsets, and skillsets. The path to get there requires a deep commitment to the desired outcome as well as the appropriate scarce resource allocation of time, talent, and treasure. How the industry adds organi- zational health to its agenda and desired outcome is a topic for another day.
I understand that Organizational Health as a concept (The Advantage. Patrick Lencioni) is somewhat of an eye of the beholder thing. I also know it is an idealistic never-ending quest. On the other hand, it is a worthy quest. Furthermore, dialogue, debate, commitment, and progress are better than no dialogue, debate, com- mitment, and progress.
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