Introduction

Associations depend on their members to invest time and energy into advancing its mission. Members of the Association of Fraternity Advisors (AFA) expect that their volunteer leaders will keep promises. In addition, those leaders who are supervising members in volunteer roles expect that work will be completed. AFA can create a culture of trust in its leaders as well as the purpose of the Association through considering important concepts.

A trusting environment creates enjoyment

Members will want to become involved and make a difference. Communication is a priority for association management. Information is open and easily accessible. Activities of the association are relevant to its mission and strategic plan. This year, the AFA Executive Board has sought to improve and create forums to disseminate information such as The AFA Volunteer and the Association Update. In addition, Perspectives continues to engage readers not only in information but also innovative articles that can assist with professional development plans. AFA can better help members have positive volunteer opportunities grounded in an emphasis on personal and association development. Priorities for AFA should continue to be creating forums to invest members in its mission and purpose through serving the association as well as providing all members with sufficient information to foster trust in its leadership.

Knowledge and expertise

Trust comes when people see that leaders have the knowledge and expertise to do their jobs. AFA has improved its volunteer development in many ways in order to provide volunteers with more knowledge. The training at the Annual Meeting continues to be refined. In addition, development opportunities are offered through The AFA Volunteer resources and articles. AFA can improve by providing volunteers better training to allow them to feel empowered in their positions. Many volunteers in AFA have never served an association, which can be different than organizational engagement or work on a college or university committee. In addition, AFA can create systems of accountability to get work done. Volunteers who fail to complete work should be removed as this often results in membership losing trust in the Association.

The board sets strategy and direction

The direction of an association should be driven by a knowledgeable board. However, the process of scanning the association’s environment and involving feedback from membership is vital to guide such decisions as well as permit the board to be seen as credible. This year the AFA Executive Board conducted a survey of a random sampling of volunteers to learn more about perceived priorities (a report about the results will be in the next issue of the Association Update). In addition, the volunteer experience has been assessed through the dissemination of a survey to all volunteers. A future issue of The AFA Volunteer will highlight the results.

Members are informed

Association members must be engaged in the process of running the organization. While not everyone has an interest or the ability to take on leadership roles to advance an association, all members should be kept informed of association happenings. AFA leadership has disseminated information through The AFA Volunteer, Association Update and Perspectives.

Nimbleness as a concept may seem abstract. A popular children’s limerick is Jack be Nimble. His ability to leap over the candlestick certainly was aided by his ability to be nimble and quick. This resulted in his goal of making the jump. AFA can also create progress and make leaps to greatness by perfecting the art of being nimble. Several observations about association nimbleness emerge in The Will to Govern Well.

Creating boundaries while seizing opportunities

Associations practicing nimbleness enjoy the ability to make decisions quickly. Boundaries are set but the parameters are clearly articulated to the association’s office staff and executive board. Should opportunities present themselves, the first question becomes “is this within our boundaries as an association?” AFA has been able to do this as opportunities to partner with other associations, such as NASPA or ASJA, on various initiatives have presented themselves. AFA can continue to serve members and partners well by examining its capacity to be successful at providing programs and services.

Competency based leadership

Nimble associations elect leaders who have the competency to drive decisions and lead projects, as well as the ability to react with knowledge about the issue at hand. AFA continues to improve its election process, using technology to provide information on candidates. This year’s move to including more information on candidates as well as their responses to questions posed by the nominating committee is an example of this. Questions asked regarding their strategic priorities for AFA or their ability to assume responsibilities related to being on the Executive Board while not new have been expanded. This permits association members who read this information to have a clear understanding of nominees’ priorities for the association.

Driven by a focus

Nimble associations are on a path to a greater purpose. They become driven to accomplish goals. They can also invest their members in this vision to create a common understanding and provide forums for feedback. The 2004 AFA Executive Board prioritized communicating with membership. This has been has driven all decisions. Forums for providing feedback have been offered such as placing questions in the Association Update and The AFA Volunteer or distributing quick surveys to members. In addition, reports on association happenings and a goal of transparency to the membership have driven the board’s decisions.

Provide a unique service need in a larger field

AFA is best at providing services, programs, resources and information to its members on the fraternal movement. However, being a specialty association in a larger profession of student affairs demands that AFA also assist in developing holistic skills. Nimble associations do not pretend to be something they are not, but they also realize opportunities to assist members with a wide range of needs. Programming at the Annual Meeting will provide mid- to senior-level members of AFA with opportunities to examine their roles in the larger context of student affairs. Perspectives has also sought to provide well-rounded articles, several based on research, to assist a wide range of educators. Nimble associations recognize that their evolution can mean transforming the ways they have always thought about professional development.

Conclusion

Knowledge-based governance embraces principles of effective association management. Creating trust is an essential modus operandi for association leaders. In addition, associations in today’s technology driven age must be nimble. Failing to inform members of AFA’s progress with the projects and programs that are being driven by the Executive Board and volunteer leaders would result in members not trusting the decisions of their leaders. Maintaining a rigid system just because of historical practices would prevent AFA from making timely decisions that can result in positively impacting the Association. When the concepts of knowledge, trust, and nimbleness all coincide amazing opportunities exist for dynamic associations. In the next issue of The AFA Volunteer, the convergence of these three elements and the accomplishments of the last year will be explored.

References:

Tecker, G.H., Frankel, J.S., & Meyer, P.D. (2002). Executive summary: The will to govern well. Foundation of the American Society of Association Executives. Washington, D.C.: American Society of Association Executives.