REALTORS® Land Institute Case Study
RLI experienced better than expected member growth during the pandemic. The land industry did not see a slowdown. But there were still issues ranging from economic, regulatory and environmental, to lack of inventory and technology’s impact on the industry.
There are issues inside and outside the organization that are timeless and relevant, regardless of the current situation. While planning in a technology setting was not ideal, the group agreed a sit down discussion was necessary, even in a virtual format.
The Board gathered together for three consecutive days to verify their vision, discuss and analyze the environment and decide on their go-forward strategy for the next three years.
One of the goals was highly aspirational in that it was so big, the team decided it was worth a year of uncovering baseline information to determine if this was a goal that RLI would tackle. Time will tell, but the group looked into the future to decide how to best set themselves apart and help members succeed.
At the same time the organization developed their unique value proposition to support member recruitment and reinforce expectations with their current members.
The process is successful for three reasons:
- A committed CEO and Board President who knew that strategy must address the biggest issues and opportunities facing the association.
- A Board who wears two hats: one as association leaders, and another as members of a local chapters. They intentionally balance these two roles.
- A big, bold vision that keeps leaders focused on the best possible future for the organization.