Through the work of authors Tecker, Frankel, and Meyer (ASAE, 2002), associations are directed to evolve using new principles and concepts that engage members in completing tasks, getting work done and transforming the association experience. Over the last two issues of The AFA Volunteer, the concepts of knowledge, trust and nimbleness were examined and examples were provided to demonstrate how AFA has made strides in exhibiting these traits.

In this article, opportunities for AFA to be more proficient at governing itself well are addressed. Effective governance results in increased member satisfaction, more efficient leadership, and increased relevance in the higher education, student affairs and interfraternal worlds. Each concept is explored with strategies identified for the Association. As AFA begins a new strategic planning process, helping members understand the opportunities that lay ahead may allow for greater investment in the future of the association.

Examining Opportunities for Knowledge

For the context of this article, knowledge can be defined as the understanding of association principles and concepts with familiarity gained through experience and an immersion into the association’s culture (Bureau, 2004). Association members should have a wealth of knowledge to guide their involvement. Association leaders need additional information to help lead their efforts.

AFA has made strides in how it provides information, shares knowledge, and invests members in creating an understanding of the Association’s work. However, we can always work toward accomplishing even better communication. Some strategies for this include:

• Engaging members in AFA Bulletin Board discussions on topics of overall association interest.
• Increasing the use of surveys in the Association Update e-newsletters to allow for feedback on a wide range of association decisions.
• Providing more information on the volunteer appointment process, nominating and awards selection processes.
• Establishing regular dialogues with interfraternal and higher education partners that result in more purposeful partnerships and strategic actions.

Increased knowledge will result in members feeling more committed to the Association and seeing more value in the programs, services, and resources provided by AFA. Increasing our knowledge will permit all constituents to be clear on the mission and purpose of AFA and how the Association leaders are facilitating AFA’s core values.

Examining Opportunities for Trust

Trust is defined as “the alignment of what the association promises to do and what it ultimately delivers” (ASAE, 2002, p. 5). AFA’s leadership seeks to be transparent to members. This has been demonstrated through providing information monthly in forums such as The AFA Volunteer and the Association Update. Opportunities to increase members’ trust of association leadership still exist. They include:

• Providing more information on how decisions are made regarding policy, practice and procedures of the Association.
• Creating occasions through summer meetings, regional conferences, and the Annual Meeting to allow interaction between volunteer leaders of the association and members.
• Holding volunteer leaders accountable for completing the work that has been determined as a priority for the Association.
• Sharing information with the membership regarding surveys conducted by the Association and responding with tangible steps to create a plan for addressing the needs identified.
• Engaging a wide range of diverse constituents in the leadership process.
• Connecting members to the strategic planning process by engaging them in the environmental scanning process.

Association leadership must also be able to trust that its volunteers will stand committed to getting the job done. Increased trust in volunteers can be accomplished by:

• Examining the appointment process to ensure that that individual traits and skills, in addition to tenure and interests, drives the selection of volunteers.
• Improving training for ALL volunteers.
• Developing goals that are pertinent, powerful and accomplishable and revisiting them frequently to examine shifting priorities.
• Committing time weekly to work for the Association.

Trust is integral to a good relationship. Association members, volunteers and leaders can increase trust in each other when they do what they say they will do. Effective communication will also allow for increased trust. Finally, to be responsive and build members’ confidence, volunteer leaders must review feedback and act on it to improve the Association.

Examining Opportunities for Nimbleness

Nimbleness allows for organizations to seize opportunities through setting priorities and accomplishing goals in an expedient manner. This does not mean that decisions are made hastily. It means that decisions can be made quickly because the purpose of the association and the outcomes of decisions made are congruent (Bureau, 2004). AFA has created a system that is much more nimble than in years past but it can improve by utilizing some of the following strategies:

• Creating lines of communication to empower volunteers to make decisions in a prompt manner.
• Providing succinct but thorough information to allow volunteer leaders to feel informed, and ultimately more prepared to carry out their responsibilities effectively and efficiently.
• Communicating information through diverse methods to volunteers and general members.
• Examining communication breakdowns and correcting them when they occur.

Nimbleness is connected to trust and knowledge. AFA can be most nimble when its leaders understand the wants and needs of members and constituents. In addition, communication must continue to take place not only over email but through Executive Board conference calls, phone communication between volunteer leaders and those they supervise, and other means of technology that are cost-efficient. If the communication line stops, then the ability to be nimble to make decisions promptly is impeded because the wants and needs of association constituents are not taken into account properly. Accountability when this happens would allow for knowledge, trust and nimbleness to collide and be a more effective decision making association.

Conclusion

Knowledge-based governance embraces principles of effective association management. AFA has improved in its use of these principles and continues to strive for improved governance. Transparent associations can win the trust of members and members can become more knowledgeable. With correct information and outreach, association leaders can help members feel empowered to be active agents in a large organization. If volunteers understand the wants and needs of members, they can use this information to guide practice in making policy and creating procedures. Leadership can be nimble in their decision process because they have the knowledge and the trust of the membership to allow them to be. AFA has evolved as an association and committed leaders will permit AFA to continue improving its application of these principles.

References:

American Society of Association Executives (ASAE) (2002). Executive summary: The will to govern well. Foundation of the American Society of Association Executives. Washington, D.C.

Bureau, D. (2004, September 20). The will to govern well: An examination of current practices and opportunities for AFA volunteers (Part 2 of 3). Retrieved November 1, 2004 from http://www.fraternityadvisors.org/The_AFA_Volunteer/200409/WTGW_PartII.aspx. Association of Fraternity Advisors; Indianapolis, IN.