# data[].attributes.body
Create personal and organizational assessments for association business development

Identify key knowledge, skills, abilities and resources to support continued learning throughout the association staff and board

Deliver a framework to help associations gain business development competency for current and future talent development

# data[].attributes.body
Executive

VP/Director

revenue producer

# data[].attributes.body
Domains serve as high-level organizing principles for grouping related competencies, providing a structured framework to understand and assess the various areas of expertise required for a particular job function. These categories typically encompass fundamental aspects of the role, such as technical skills, leadership abilities, interpersonal connection, and job-specific knowledge.

# data[].attributes.body
Define this domain: 
What value and relevance does this domain have to association business development? 
Should the domain stay as is or change?


Domain Exercise: 

What specific skills, behaviors or knowledge areas best represent this domain in practice?

# data[].attributes.headline
PAR BD Competency Working Group Domain Read Out

# data[].attributes.subject
PAR BD Competency Working Group Domain Read Out

# data[].attributes.attachment_link.title
PAR BD Competency Working Group - Read out

# data[].attributes.attachment_link.title
Skeleton_PAR BD Competency Model Domain Groups

# data[].attributes.body
Review Job Descriptions Here: https://padlet.com/sean371/roles-ljn289z365qtqgki

# data[].attributes.body
Suggested Introductory Statement:

At PAR, we understand that every association is structured differently—varying in size, industry, team composition, and how revenue is generated. The roles outlined here reflect a broad, strategic view of business development across associations. In some organizations, one individual may wear multiple hats; in others, these responsibilities are distributed across entire teams. That’s expected—and perfectly normal.

Our goal is to help you think intentionally about how each function contributes to revenue growth and member value. Whether you’re a team of two or 200, we encourage you to use these role descriptions as flexible guides—not rigid templates—to inform your staffing design and team development.

As associations evolve, building a culture where every department sees itself as a contributor to business development is key.

Use this tool to spark conversations about structure, alignment, and opportunity—and join us at RevUp and in our workshops to continue building the skills and strategies needed to power your growth.

# data[].attributes.body
Our goal is to help business development executives like you think intentionally about how each function contributes to revenue growth and member value. Whether you’re a team of two or 200, we encourage you to use these role descriptions as flexible guides—not rigid templates—to inform your staffing design and team development.

# data[].attributes.body
Questions:

When you think about your own role, what are the primary functions or responsibilities that define your day-to-day work?

Do the functions we identified for this role reflect how you actually spend your time? Where do they align - and where might they miss the mark?

What specific tasks or activities take up most of your time in a typical week? Are there any that feel underrepresented in the current format?

If you had more time, space, or support, what part of your role would you want to focus on more - and why?

What does “great” look like for someone in your role when it comes to advancing business development?

Are there opportunities or ideas you often see - but do not have the time or resources to act on? What would allow you to pursue them?

Which aspects of your role are the most strategic or high-impact for your organization? Which tend to be more reactive or operational?

What challenges or friction points do you regularly face in your role - whether internal, external, or cross-functional?

Are there skills, knowledge areas, or competencies you feel are essential for success in this role? Are there ones you feel are undervalued?

If someone new were stepping into your role tomorrow, what advice or guidance would you give them about what really matters?

Looking ahead, how do you see this role evolving over the next few years? Do you see any trends or pressures shaping your own change in this role?

# data[].attributes.headline
Job Task Analysis - Updated After Focus Groups

# data[].attributes.subject
Job Task Analysis - Updated After Focus Groups

# data[].attributes.body
Job Task Analysis - Updated After Focus Groups