I got a disturbing, but unfortunately not unusual, call last week. An association president who read Considering Certification? Your Guide to Making the Decision called expressing the realization and concern that his organization has been focusing all their efforts on HOW to develop a certification but hadn't really thoroughly considered WHY!!!
This happens all too often, in my opinion. Boards assume certification is wanted, needed and/or valued. Boards assume certification will do great things for their industry or profession. Boards assume they will make big revenue on certification. ALL RISKY ASSUMPTIONS. Hopefully I'll be able to help the board more thoroughly consider IF certification is a path they should pursue. Now, someone tell me why the consultant they've been working with for months hasn't raised this "minor" question? In fairness, the individual was hired to guide creation of a program, not to assess the feasibility for developing a program. This begs the question, however: Isn't it the job of a consultant to ask the questions that our clients don't know to ask?
The WHY should always precede the HOW.