Director, Community Engagement

INSTITUTE OF MNGT• US,

12h•Remote

About The Position

Oversee the community engagement team and supports the strategic direction for the organization's global community spanning chapters, councils, and digital communities, reshaping that structure to keep pace with organizational growth and regional members' evolving needs. Oversight of chapter financial, engagement and recognition programs and leads volunteer training across both in-person and digital environments. This is a remote based position with preference for candidates in the eastern US time zone.

Requirements

7+ years in community engagement, association management
Demonstrated experience building or scaling communities in both in-person and digital environments
Experience working across cultural/geographically distinct markets
Experience leading organizational changes e.g. standing up new teams, redesigning operating models, or restructuring how a function delivers its work
Understanding volunteer motivation, recognition, and incentive design and experience in volunteer recruitment, resource management, and appreciation programs.
Strong project management skills, including budget forecasting and cross-functional project management.
Proven experience leading distributed teams

Nice To Haves

CAE (Certified Association Executive) preferred
Courageous communicator
Collaborator and team builder
Empathy, patience, and self-awareness
Respectful, emotionally intelligent

Responsibilities

Develop and lead IMA’s enterprise community engagement strategy in alignment with organizational priorities, mission objectives, growth strategies, and reputation goals.
Serve as the senior enterprise leader responsible for aligning community engagement, customer experience, and external engagement strategies to strengthen IMA’s reputation, mission impact, within community presence across the enterprise.
Partner with Marketing and Brand leaders, particularly around the consistency of sharing IMAs education products and full value proposition to members.
Develop and oversee enterprise community engagement campaigns that elevate IMAs visibility, missions and impact around the world.
Ensure Local stakeholder engagement & community are consistently aligned with the enterprise vision and mission
Serve as the chapter, council and online community leader responsible for IMA’s local stakeholder engagement strategy, ensuring the organization maintains strong, trusted relationships with community stakeholders across all markets.
Translate regional research into go-to-market engagement models that stay globally while differentiating where the market requires it, with a phased delivery plan to speed time-to-market.
Partner closely with the My IMA 2.0 initiative, so community engagement and the broader membership experience are designed together, not in parallel.
Direct community engagement operations across 200+ student and professional chapters globally and the U.S. Council structure, including volunteer training, compliance recordkeeping, and issue resolution.
Work with the governance team to ensure all chapters, councils and online communities, including Shared Interest Groups, operate according to local laws and ethical standards.
Oversee chapter/council financial and recognition programs, including management of internal payment processing, international chapter deferred banking, and invoicing of international chapter expenses.
Design and facilitate ongoing volunteer training for chapter leaders, committee/SIG leaders, moderators, and champions.
Develop and sustain relationships with chapter and council leaders, and volunteer stakeholders in local and online communities. Maintain an atmosphere where volunteer and regional teams operate efficiently, keeping staff–volunteer collaboration respectful and productive as the model evolves.
Strengthen and diversify the volunteer pipeline in skills, experience, and geography.
Establish clear reporting lines, escalation paths and knowledge sharing for all roles within community engagement function, including direct and dotted line reporting relationships, to prevent competing priorities between functional and regional leadership.