Two week sago, I wa s invited by the Philippines Council of Associations and Associat ion Execut ives (PCAAE) to deliver a talk on “ Impact of Leader ship on Non – Profit Organisations Performance.”
The PCAAE leadership summi t was at tended by al l the a s soc i at ion l e ade r s in the Philippines. PCAAE, a body regulating the performances of all the associations in the Philippines, has a programme cal led Cer t i f ied Association Executive where a participant needs to attend 10 seminars and workshops to qualify for the award of Certified Association Executive. All the participants have to present a case study to be examined at a viva to be assessed by the trainers.
Upon satisfactory completion of the programme, a participant shal l be presented wi th the PCAAE Certified Association Execut ive cer t i f icate. It is a very good programme and I think it is good to implement it at Sarawak Community Policing Association where I am the Chairman for the 2017-2019 term.
Subjects studied by the participants include business law, managing an association competently, leadership, finance, people development, talent identification, safety, project management, organising, planning, implementing, evaluation and control.
My presentation , t i t l e d “Impact of Leadership on Non- Prof i t Organi sat ions (NPO) Performance”, was based on my survey of 50 non-profit organisat ions in the Asia Paci f i c region from 2012 to 2014. In the high per formance NPO, they emphasise on transparency, communication, servant leadership and members’ orientation.
Among the 50 NPO interviewed, 33 of them belong to the high performance NPO group where there is a constant increase of 12% membership annually and a profit margin of 15% every year; members’ satisfaction rate was above 90 as the NPO services added values to the members’ needs.
The high performance NPO board of directors treasure collect ive decisions, members’ engagement, hold open dialogues and discussions with the members, and, most important of all, the board members are elected based on their leadership competencies.
The board, in consultation with the members, develops five-year strategic plans and is visionary with strategic thinking. In the average and below NPO, the leaders are elected based on their popularity rather than the competency skills they already possess; the board is very operational and there is seldom any strategic plan.
The differences between an operational board and strategic board were presented to the participants. The talk was very well received and they inserted two photos of my presentation in the Phi l ippines Business Mirror the next day.
I was surprised and shocked by the warm reception of the topic. The two-day leadership summit benefited me and added values to my understanding of how to manage NPO. 25 exper ienced and competent speakers came as far a s USA , China , Aus t r a l i a , Kenya, Europe, Malaysia and Philippines. I was invited to speak in Kenya and China on a similar topic in 2018. The PCAAE leadership summit was most rewarding to my personal growth in NPO leadership and management.
