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7 Measures of Success: What Remarkable Associations Do That Others Don't Hardcover – August 23, 2006


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Product Details

  • Hardcover: 138 pages
  • Publisher: American Management Press; illustrated edition edition (August 23, 2006)
  • Language: English
  • ISBN-10: 0880342722
  • ISBN-13: 978-0880342728
  • Product Dimensions: 9.1 x 6 x 0.7 inches
  • Shipping Weight: 14.4 ounces
  • Average Customer Review: 4.9 out of 5 stars  See all reviews (7 customer reviews)
  • Amazon Best Sellers Rank: #413,259 in Books (See Top 100 in Books)

Editorial Reviews

About the Author

The ASAE and The Center for Association Leadership s Measures of Success Task Force, led by Michael E. Gallery, PhD, CAE, comprises a large group of volunteers and staff who worked for nearly four years to collect, review, and process data and then write and edit the manuscript. Jim Collins acted in an advisory capacity, helping the task force to implement the matched-pairs methodology.

ASAE is a membership organization of more than 22,000 association executives and industry partners representing more than 11,000 organizations. ASAE members manage leading trade associations, individual membership societies and voluntary organizations across the United States and in nearly 50 countries around the world. ASAE is the preeminent source of knowledge, learning, community, and advocacy for the field of association management. ASAE s publishing imprint, Association Management Press, reflects the ASAE mission by publishing relevant, reliable content focusing on helping professionals tackle their organizational leadership and management challenges.

Customer Reviews

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Most Helpful Customer Reviews

21 of 21 people found the following review helpful By Tony Rossell on October 5, 2006
This is an updated review from my original 2006 comments. Next week, I have the opportunity to do a presentation taking a look at the future of associations. I will start the talk by reviewing the past. Specifically, I am going over the findings of ASAE and The Center in 7 Measures of Success: What Remarkable Associations Do that Other Don't.

I think the findings of this study are as valid today as they were in 2006 when the book was published. Here is a short review of the Measures of Success.

As you may recall, this book resulted from a thorough study under the guidance of Jim Collins (Good to Great) comparing 18 matched associations. "The project's value lies in discerning the often subtle differences between two well-matched organizations - what one association did or didn't do to give it a performance or financial edge on its counterpart" (page 8).

1. A Customer Service Culture -- "Remarkable associations build their structures, processes, and interactions - their entire culture - around assessing and fulfilling members' needs and expectations" (page 24).

Customer service goes beyond customer satisfaction. In fact, we do not even ask customer satisfaction questions on surveys because we find that lapsed member report virtually the same level of satisfaction as current members.

2. Alignment of Products and Services with Mission -- "Remarkable associations speak passionately about fulfilling their mission and constantly test their ideas for products against that mission, using it as a touchstone for everything they do. . . To find the right mix of products . . . remarkable associations engage in experimentation" (page 28).

The goal for an association is to become an indispensible resource for a member.
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24 of 26 people found the following review helpful By D. F SHAFER on February 8, 2007
Let's start with answering the first question that you have when you look at the title. The 7 Measures of Success are:

Category 1 - Commitment to Purpose

1. A Customer Service Culture

2. Alignment of Products and Services with Mission

Category 2 - Commitment to Analysis and Feedback

3. Data-Driven Strategies

4. Dialogue and Engagement

5. CEO as a Broker of Ideas

Category 3 - Commitment to Action

6. Organizational Adaptability

7. Alliance Building

The second question is "Why do the organizations profiled here matter or relate to my organization?" To be eligible for the study, the association needed to have:

1. Been in operation for at least 20 years

2. Finished more years in the black than in the red

3. Exhibited the ability to retain members, donors, or market share during the study period

4. Had more than one CEO during the study period.

The final study group consisted of: AARP, American College of Cardiology, American Dental Association, Associated General Contractors of America, Girl Scouts of the USA, National Association of Counties, Ohio Society of Certified Public Accountants, Radiology Society of North America, and Society for Human Resource Management.

Further, nine strong organizations were chosen to match the above listed nine for the analysis. These 18 pairs used the following 11 variables to identify differences:

1. Vision (core values, mission, purpose, goals)

2. Markets, Competitors, and the Environment

3. Organizational Arrangements (structures, policies, systems)

4. Use of Technology

5. Business Strategy

6.
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4 of 4 people found the following review helpful By V. Fountain on July 9, 2007
This book gives great insight into what makes a great association remarkable and gives comparisons for those that are good, but not remarkable. If associations use this information correctly, they should be able to make drastic improvements in their processes. This book is an easy read and has invaluable information.
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Great book. I do strategic planning for associations, in addition to being an Executive Director for 2 large groups. We send copies to all our new Board members. While I don't think it is a day-to-day guide for operational management, it does provide insightful, evidence-based differences between good and great organizations. The key is to use this as a tool to drive your Boards and staff to think strategically, to work together, and to gather/analyze/use data.
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