Leadership from Membership

Organizational members have different roles and responsibilities to the organization depending on a number of factors: age and maturity of the organization; budget to afford professional management; aspirations beyond economic survival.  Those factors tend to progress together: more mature organizations have bigger budgets and larger scope than the startup run by a couple of keeners in a spare bedroom.  The challenge is to evolve the roles, job descriptions and skill sets for membership involvement as the organization matures.  With increasing organizational maturity members must leave day-to-day management and move into planning organizational futures.   Too much management focus from senior members results in wasteful duplication and meddling with staff functions.  Too little futures work results in rudderless reaction to changing environments.  What are your senior members doing for the organization this week?

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