As associations evolve and mature, their boards sometimes consider the idea of changing the group's name. While there are many reasons an organization might consider doing this, common discussion drivers are the need to clarify the scope of the association or the geographical area the organization intends to serve. Regardless of the impetus for such conversations, whether to change the association's name is a big decision for an organization's board.

The chief staff executive (CSE) should assist the board in considering the important issues around an association name change. In addition to advising the group as it systematically thinks through the strategic implications, it is the CSE's responsibility to provide the board members with important data to inform their due diligence. Here are some areas you will want to be sure are addressed as you work through the process.

Why (or Why Not) to Change an Association's Name

First, determine whether to change the name by thinking through these areas of concern:

Mission and purpose. Undoubtedly, your association was founded with a specific purpose. How does changing the association's name fit that purpose? Sometimes industries evolve, so the association's original mission and purpose need to evolve as well. Staff leaders need to help boards explore whether the name change is intended to clarify—or perhaps alter—its mission and purpose. If so, work needs to be done to state these things plainly before a new name can be determined.

If the name change is being suggested for some other reason, articulate it. Use caution if the name change is being suggested to address operational or financial concerns, such as attracting more people to the annual meeting or selling more training programs to a new audience. Renaming the organization won't address these problems unless the name change is part of a broader strategy shift.

Ideally, a name change is just the most obvious evidence of one or more larger strategic initiatives.

Strategic intent. With a clear sense of mission and purpose, it is easier to work out the organization's strategy. If the strategic plan calls for expansion into a new territory or for serving a broader group of professionals, make sure there is a definite plan for actually serving that territory or those professionals. If so, it may make sense to consider a name change.

On the other hand, just calling an organization "The International Widget Manufacturers' Association" will not transform it from a one-nation group to a global one. If there is no intent to actually conduct operations in new territory or to alter existing operations in any manner other than to market to new groups, approach a name change more cautiously. This will protect the integrity of your association, and you can always revisit the idea of a name change later.

Legal. Your association has a legal identity. While state laws differ, it is important for the board understand whether it is necessary to legally change the corporation's name or to keep the old name while doing business under the new name (a "doing business as (DBA)" or "trade name"). Regardless of which is appropriate for your situation, you will want to seek your attorney's counsel regarding the various legal steps that need to be taken if a name change is approved by the board.

Think about protecting and updating your trademarks, intellectual property, contracts, and similar documents. Which of these absolutely must occur, which are optional or situational, and the necessary timing are all best addressed by legal counsel.

Consequences, both intended and unintended. The board needs to think through what the proposed name change would mean beyond the obvious or desired outcomes. If the association's name suddenly includes a new region or new stakeholders, is the organization prepared to serve them immediately? Can you anticipate what these new members will reasonably expect, both now and in the future? How will your existing members interpret the change?

Proceed only if the board is comfortable with your organization's capacity to meet the needs and to respond to concerns from current members about mission drift and costs.

Changing costs. Perform an analysis of the costs involved with a name change, and pay attention to both hard and soft costs. Hard costs include items like attorney's fees, legal filings, and expenses for hiring other professionals such as a public relations or marketing firm to assist with the rollout. Think also about costs for updating the website and materials, public relations, marketing and advertising buys, and other printing costs.

Soft costs include staff time devoted to the project. Clarify the the opportunity cost involved by identifying and articulating what else won't get done while staff and volunteers support the name change process. Also think about the impact on meeting attendance and product sales that may occur due to initial confusion in the marketplace. While these things may not be deal breakers, it is important to identify and plan for them up front.

How to Conduct an Association Name Change

Once you've decided to proceed with a name change, be sure to address some key implementation issues.

Create a communication plan. Unless you have the expertise in house—and most associations probably don't—it will be beneficial to meet with a communications expert. Work with him or her to develop a plan that addresses your organization's goals for reaching new groups, articulating your strategic intent and demonstrating capacity to meet the needs of all constituents.

Be sure to communicate in a manner that draws in and excites your existing members and reassures the skeptics as well, both at rollout time and beyond. Remember, ideally the name change is just the most obvious evidence of one or more larger strategic initiatives. These need effective communication to be successful.

Develop a plan for operational implementation. This includes everything from timetables for rolling out the name change to getting new business cards and promotional materials printed. There are dozens of things to do. Don't overlook the time that will be needed to train your staff, create new collateral materials, update the website, and talk to important allies.

Strategic behavior. Your implementation plan should cover more than just the initial name change announcement and roll out. It should be part of your overall association strategy, addressing how your events, products and services will evolve to be consistent with the goals and intentions behind the name change.

Staff should fully understand what the board is trying to achieve with the name change and that their work will adjust, to ensure it is not "business as usual." CSEs should have people and processes in place that will propel these initiatives forward. Then you will have a change of name not just in word, but in deed.