Leading the Association
by Marybeth Fidler

The chief elected officer plays a critically important role:  Guardian of the organization's soul.

Each year, thousands of individuals take office as THE Chief Elected Officer of their chosen
association.  These individuals are considered by their peers to be exceptional and capable
leaders often profession or the industry.  Often this ascension is accompanied by much
fanfare and celebration--rituals to honor the new leader and celebrate the transfer of title
from one to another. 

These rituals are part of the rich fabric of organization tradition, and they are symbolic of our
hope and yearning for the miracle of extraordinary leadership.  We will all do well to remember
that the role of chief elected officer is not to be "king or queen for a day," but rather to be
guardian of the soul of the organization for a brief period of time.

Guardian of integrity
Generally, the chief elected officer chairs the board of directors, the body designated to
oversee the governance of the organization.  Therefore, the chief elected officer is
guardian of the integrity of the process used to govern the organization. 

The chief elected officer is not elected to manage the organization or to single-handedly
shift the direction of the organization as the 'annual theme approach' to association l
leadership might suggest.  Rather, the elected leader must transcend day-to-day focus
and lead the organization toward its future by maintaining:

To be or to do?
The effective chief elected officer is not the one who is driven to do things or who drives
the board and staff to do things. He or she is, rather, the one who chooses to be the role
model, who walks the talk of the organization and the industry or profession, and who
inspires the membership and the staff to be more. 

An example of just such an effective leader comes to mind, a woman elected to lead a
200,000-member human services organization.  This leader ran a meeting only if the
mission and goals of the organization were posted on the walls.  She led a discussion
by asking the question, "What is it that we are trying to accomplish here?"  And she
inspired the membership to greater heights, holding them accountable, by continually
asking the question, "How has our coming together made a difference in the life of a
child?"

Perhaps most endearing, and most effective in igniting staff and member motivation,
was her commitment to asking not what staff and members could do for her, but what
she could do to support the efforts of members and the staff.  She truly viewed her
role as that of steward--guardian of all that transcends the day-to-day and is the
essence of the organization's soul.

The leadership challenge
The effectiveness of the elected leader is directly related to his or her ability to inspire
and nurture a strong and vital group process.  This process results in all participants
feeling fully accepted and enfranchised and results in constructive outcomes in
alignment with the organization's mission and goals.  

In the final analysis, it is not a long list of competencies, characteristics, or credentials
that is required to fulfill this leadership challenge.  It does not require untold years of
experience or vast technical expertise.  Meeting the challenge requires no bells,
whistles, fancy themes, trappings of presidential office or impressive intellect. 

The keys to success are maddeningly simple: Humbly show up, tell the truth with
compassion, and let go of controlling the outcomes.  These simple steps, executed by
an individual of maturity, authenticity and self-awareness, are enough to awaken the
miracle of leadership.  Perhaps they are, in our heart of hearts, what we truly yearn for
today from those we elect to lead.

Marybeth Fidler is an independent consultant and co-author of ASAE's best selling
Successful Association Leadership: Dimensions of 21st Century Competence
for the CEO.  She has served as both chief staff and chief elected officer of
international associations.