Archive for February, 2009

You are now in a position of a rebuilding what was once a relatively successful program – almost from scratch – and assessing what has survived, what can survive and what should be shut down, if only for the short term – though sometimes, long term closure is more effective.  You now need to [...]

You’ve now laid off your experts because they “make too much” and are a drain on the reserves of your organization.  So you’ve now – maybe – made it through the downturn with a revenue drain.  You’ve put less experienced workers in the senior management role, who have no history of how the organization has [...]

You now have a staff that is engaged in the refocused activities of the organization.  You know that there won’t be many incentives this year – dollars are short, raises are non-existent and so are bonuses. Put into effect programs that may cost you minimally in the present, and maximize your staff performance and morale [...]

The viability of the Association continues to slide in an economic slump.  What does the organization do to promote itself and assure its staff that they are necessary and critical to the success of the organization?  The organization should be reassessing its products to determine if in fact they still meet the mission and vision [...]

When the economy goes south, management’s first reaction is to reduce staff to save money, thinking that this is the way to make an Association “fiscally sound”.  What Association management doesn’t think about is the impact of this move on the business of the Association – how services to its members are being provided (or [...]