McKinley Marketing, Inc.

Q: NAHU's mission is to provide the public and decision makers with information on the value of health insurance professionals. Considering the changing landscape in insurance these days, what has NAHU been doing to advance its mission?

A: This is a dynamic time for the industry, so what we do, and how we do it, has never been more important to our membership. We've concentrated on improving operations on all fronts. Fortunately, our efforts are paying off.

Membership growth has been steady, even during the economic downturn and we're the only association in our industry that can say that. Increasing revenues and strong fiscal management, resulting in sustained annual surpluses, give our members and leadership confidence that we're running things the right way, resulting in more latitude to pursue opportunities.

Q:  What is your feeling about innovation in associations?

A: Associations should be innovation factories. The responsibility of an association is to convene an industry's best minds in an effort to advance that industry and the people it represents. If you stifle the creativity of the association, you ultimately stifle the creativity of the whole industry. Developing solutions for tomorrow - not today - should be a primary focus for every association.

This is tough because many associations tend to be conservative by nature, out of concern about risking the members' resources. While this is a valid concern, this mindset can actually put the association at risk. In times when the status quo is working - or perceived to be working - despite changes in the external environment, many associations will become even more conservative, not wanting to mess with success. In reality, it is during times of flux that associations should become more intuitive and take some well-calculated risks. In an industry like health insurance, which NAHU represents, change is constant, and typically comes from external sources, particularly federal and state government. So we must be prepared to shape the changes as they occur, and to equip our members to address the challenges and opportunities these changes represent.

In fact, I think that sometimes the best innovation comes from crisis. In trying times, it's the organizations and individuals that take a leadership position and move forward that usually come out on top. Performing well in times of crisis should really be a core competency of association management, because it's in times of change that associations earn their dues money.

Q: What has been NAHU's role in this very active legislative environment for insurance?

A: "Health care reform" has become a permanent part of the Congressional agenda, so we have our hands full. We've been fortunate to have forged strong relationships with leaders from both parties and across all branches of government. In recent years, we've been able to strengthen our effectiveness at the state level as well.

I'll also say that we take a very long-term view of our government relations program. Just as our members educate their clients about the best health insurance options for their needs, our staff works to educate legislators and regulators about the mechanics of health insurance. For example, in certain cases, even if we're opposed to a particular piece of legislation, we'll still help the bill's sponsor to refine the language to make the resulting legislation work as effectively as possible, if it passes. You have to respect other points of view and understand what is and is not feasible given the climate in which you're working. In some cases, we've been able to shape what we feel are better bills for our members and the public because we don't stomp our feet or try to shout louder than the next guy on particular issues.

Q: Tell me what makes a great leader in the association world.

A:  Associations should look for people who are supremely confident about their abilities. A leader's job is to inspire confidence and harness that enthusiasm to support the organizations goals. You can't get others to believe in your ideas if you don't believe in them yourself. But that confidence must extend to knowing what you don't know and surrounding yourself with people who can compliment your strengths and compensate for your weaknesses.

Q: Having spent several years in association management, do you any advice for the readers out there that are having trouble getting things done at their association?

A:  If you're a staff specialist who isn't able to move a project or idea through the "chain of command", think about allies you might have within the organization. Are there other staff members you could get involved? Do you have a contact on the board or a committee that would likely agree with your point of view or support your ideas? If you're frustrated, you're probably not alone.

Of course, you need to be careful about how you do this, because undermining your boss is not a wise career move, but sometimes there is really no other alternative. Let's face it, new projects need to happen, and you have an obligation as an assn professional to bring them up. Just remember that, at the end of the day, the assn belongs to the members, and they have the final say over where they want the organization to go. So when staff's vision doesn't mesh with that of the Board, the Board will win every time.

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