Bragging rights. (Preview).

We got some great news recently, so I hope you'll forgive me for taking a moment to brag about some of the talent lent to these pages. ASSOCIATION MANAGEMENT was honored last month with a gold Excel Award from the Society of National Association Publications in the category of "Magazines, Design Excellence." (ASAE snagged awards for some of its marketing material as well. See page 10.) ASSOCIATION MANAGEMENT is very much a team effort, yet the work of individuals like Art Director Beth Lower--who routinely gives our articles visual life and who deserves major credit for the award--reminds me of my good professional fortune. So too the efforts of team members like Graphic Designer and Production Manager Leigh Hubbard and Managing Editor Kate Gerringer--who together keep quality control high and the trains running on time.

Recognition by our professional peers is gratifying, as I'm sure you can attest, but the real measure of our success is in how well the content of ASSOCIATION MANAGEMENT serves your needs. That's why we're always delighted to get feedback--both the complimentary kind and the kind that keeps us honest. We've received a small flurry of letters recently--some of which are printed in this issue's "Letters" column and some of which came in time for a later issue. Consider these excerpts:

* From Amy L. Cole, executive vice president and COO of The Forbes Group, with whom "Leadership Gets a New Look," June 2002, resonated: "With each paragraph, I found myself nodding my head in agreement and silently shouting, 'RIGHT... that's exactly what is missing and what needs to happen' in order to recruit, 'encourage, lead, sculpt, and maintain a vibrant volunteer base. As a young 30-something Gen X'er, I've had my share of volunteer experiences, and I must admit most have been lacking. Why? For exactly the reasons pointed out in the article."

* From Elbert Hutchins, executive director of the Texas Veterinary Medical Association, who liked "Strategic Score-Keeping," June 2002, but wanted a bit more insight: "I have read the books on this topic by Robert Kaplan and David Norton and have made some attempts to adapt the balanced scorecard to my association. While [Jim] Dalton's article is well written and very helpful, it did not address a question that continues to concern me.... What should be my viewpoint for developing the balanced scorecard? Most of the writing I have seen on the subject, including Mr. Dalton's fine article, seems to anchor the view in the association itself.... Something, about my way of thinking wants to see association success from the standpoint of the profession (or trade group).... At the end of the day, I have to ask, 'Is the profession better off tonight because of what my association and its members have done today?' If the answer is yes, then, and only then it seems to me, I can say my association has been successful. H ow does one build this viewpoint into the balanced scorecard approach?"

We appreciate such feedback, culled from letters, research, focus groups, and other means, because it helps confirm, inform, and steer editorial direction. Speaking of which: I hope you find this month's lineup of articles as interesting as I do. The cover story, "Let Ethics Be Your Fundraising Guide," is particularly topical, as it makes the case for and illustrates ethical fundraising practices, and the balance--from "Top Down Technology," on the top leader's role in technology implementation, to "Be Prepared," on top-to-bottom risk management--is equally essential. And if you're compelled, I hope you'll drop us a line or give us a call.

Editor in Chief

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