NAAAP Boston Leadership RRE Training 20120422 - Slideshow+Debrief vE
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LEADERSHIP
Recruitment
Retention
Engagement
Presented by Celia Ho & Lisa Strack
Director of Networking & VP of Relations
NAAAP Boston Leadership Training
April 22, 2012 • Boston University
Adapted from 2012 NAAAP Leadership Academy
presentation by David Lum,Senior Advisory Council,
NAAAP National & Director,Motorola Solutions
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Purpose – Why discuss this?
n Get volunteers to help NAAAP achieve its potential
n Attract top quality leaders
n Retain leaders
n Motivate leaders to do more and climb higher—and keep
them there
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Prime Your Mind
Performance Orientation
vs.
Learning Orientation
Everything is a project.
Live and work with a bias toward action.
Action Steps | Backburner Items | References
n ANALYZE: Are you ready?
n ACT: Prime your mind!
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The Elements Defined
Element Definition Result
Recruitment
Finding, attracting, and onboarding
volunteers and leaders
Paying
members
Retention Keeping people
Active
volunteers
Engagement
Motivating people into action,
commitment, dedication, and loyalty
Leaders for
growth
n ANALYZE:What does your unit need the most? Where do your
strengths lie? How about your co-leaders? Are there weak spots?
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To Find and Attract Leaders…
n Have organizational presence
n Satisfy mutual interests
n Create a profile of the team members you want
n Develop a strategy for events and leadership behavior
n ANALYZE: Does your unit meet these criteria?
n ACT: Create a team member profile.
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Target Strategy to Life Stage
Life Stage Emotional State Engagement Strategy
College
Graduates
Uncertain, fearful,
lonely, enthusiastic,
idealistic
• Foster technical competencies
• Develop people skills, time management skills
• Develop career path and road map
• Utilize in events and projects
Early-/Mid-
Career
Professional
Excited, anxious,
challenged, mature
individual
• Foster managerial competence
• Develop business sense and acumen
• Develop technical depth
• Put into mentoring programs as mentee
Mid-/Late-
Career or
Executive
Professional
Proud of
achievements;
enjoying work/life
balance; plateaued,
satisfied; burnt out
• Foster leadership competence
• Assign tough challenges, advocacy work
• Provide opportunity to leave legacy
• Make mentor, advisor, coach, Board member
Retirees &
Seniors
Wants affirmation, a
legacy, community
work, to remain
relevant
• Network, network, network
• Provide recognition for life’s work
• Allow advocacy work as legacy
• Make mentor, advisor, worker bee, role model
n ANALYZE:Which life stage are you in? The people in your unit?
n ACT: Identify groups/strategies to focus on.
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Best Practices for Recruitment
n Know the vision and mission
n Tailor the message
n Network through as many channels as possible
n Understand our values and the type of people we want
n Put people persons in recruitment roles
n Create more connection points
n Provide a structured environment
n Simply ask people to join
n ANALYZE:Which best practices do you use?
n ACT: Identify steps you can take to improve recruitment.
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To Retain Leaders…
n Members must see the WIIFM – What’s In It For Me
n Leaders must find and satisfy members’ motivations
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Motivation Profiles
Motivation Personality Profile
Achievement • Desire excellence
• Wants to do important and challenging work
• Wants advancement possibilities
• Needs feedback as a reward
Affiliation • Wants to be popular
• Desires interaction
• Wants to help others
• Enjoys working with people
Power • Likes to lead or be in charge
• Enjoys status and position
• Enjoys influencing people
• Likes recognition
• Likes their ideas to dominate
n ANALYZE:Which profiles best describe you, your fellow leaders,
and committee members?
n ACT: Identify steps you can take to better satisfy your unit’s needs.
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Best Practices for Retention
n Define job roles and communicate importance to chapter
n Give timely and constructive feedback for personal and
professional development
n Know the vision and mission statements for your unit and
communicate them often
n Refine and adapt your management skills
n Create people development processes and events
n Differentiate rewards for outstanding performers; use positive
reinforcement
n Enhance leaders’ professional skills through NAAAP work
n ANALYZE:Which best practices do you use?
n ACT: Identify steps you can take to improve retention.
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Agenda
n Purpose
n Prime Your Mind
n Training Objectives
n Leadership Engagement Strategy: RRE
n Recruitment
n Retention
n Break
n Engagement
n Action Plan
n Takeaways & Debriefing
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Break • 10 minutes – Don’t be late!
n If your actions inspire others to dream more, learn more, do more
and become more, you are a leader. –John Quincy Adams
n Leaders aren’t born, they are made. And they are made just like
anything else, through hard work. And that’s the price we’ll have to
pay to achieve that goal, or any goal. –Vincent Lombardi
n Never tell people how to do things.Tell them what to do and they
will surprise you with their ingenuity. –George Patton
n The key to successful leadership today is influence, not authority.
–Kenneth Blanchard
n Leadership is the capacity to translate vision into reality.
–Warren G. Bennis
n A leader is a dealer in hope. –Napoleon Bonaparte
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To Build Engagement . . .
n Know yourself as a leader and adapt to your team
n Communicate openly, build trust, have integrity, be
professional and transparent
n Focus on volunteers as unique individuals; help them achieve
their dreams and desires
n ANALYZE: Do you do these things?
n ACT: Identify steps you can take to increase engagement.
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Agenda
n Purpose
n Prime Your Mind
n Training Objectives
n Leadership Engagement Strategy: RRE
n Recruitment
n Retention
n Break
n Engagement
n Action Plan
n Takeaways & Debriefing
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Create Your Action Plan
1. Identify chapter needs
2. Create vision and mission for your units
3. Put the right people in the right positions
4. Create an organizational chart and define roles
5. Develop business plan
6. EXECUTE
n ACT: Discuss chapter needs as a group. Compare notes with your
unit. Draft job descriptions and organizational chart for your unit.
In 6 simple steps!
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Debrief the Presentation
n Hearing everyone’s experiences & thoughts,
especially each leader’s motivation type &
whether s/he is currently satisfied.
n Great opportunity to think strategically vs. just
operationally (sustainability)
n Great opportunity to assess/think about what we
should spend more time on
n Learning how to contribute & create action plans
n Format & pacing
n Knowledge is applicable to personal, professional,
& NAAAP lives.
n Great starting point for working on these issues
n Allow more time for the workshop.
n Send presentation materials ahead of time so
leaders can start thinking & doing prep work.
n Avoid feeling too rushed for reflection by adding
reflection time at the end of each section, or reflect
in groups/units & report out.
n Breakouts would improve presentation flow & allow
time to do real work.
n Give more notice & ensure that all directors, officers,
& Board members are in attendance.
n Give detailed directions to meeting room or have
someone direct traffic.
n Choose a venue with parking.
+ Positives + - Constructives -
* Suggestions & Ideas *
n To keep the momentum going, include time for immediate action after training.
n Can we have a leaders coffee or other venue for more informal/personal connection?
n Run a workshop on each element.
n Administer personality test to help leaders create personalized recruitment style.
n Host informal leader-led get-togethers for members to boost membership recruitment.
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Closing Thoughts
Becoming a better leader isn’t always easy, but it’s always
a worthwhile endeavor. Kudos for striving to be better!
Remember… It’s a journey. Be patient and persistent.
Thank you for making NAAAP part of your journey!
