THE PRESIDENT’S FIRST 100 DAYS Hit The Ground     Running          Playbook for Success          Building a Team          ...
Hit The Ground Running    The President’s First 100 Days        By Bill Pawlucy, CAE & Bob Harris, CAE                    ...
FOREWORD AND ABOUT BILL PAWLUCY, CAE AND BOB HARRIS, CAEYou are the incoming president. We hope we caught you in time. The...
CHAPTER 1PeopleThe formula for success in any nonprofit organization or association is for a symbiotic relationshipbetween ...
CHAPTER 2CommunicationsIn this chapter we dive deep into the importance of communication in any organization. Theemphasis ...
CHAPTER 3PlanningAs a volunteer leader taking on the role as the chief volunteer officer, planning should begin longbefore ...
CHAPTER 4Resources and StructureAs the President or Chair, being informed and knowing the environment both within your pro...
APPENDIXTables and ChartsIn order to map out the process for critical functions, on the next few pages we map out the stra...
CHAPTER 6Board TerminologyTerminology is another area that makes for a well-versed board president or chair. The following...
DEDICATION                                                                                                                ...
COPYRIGHT© 2012Permission to save and share automatically granted with attribu-tion to writers Bill Pawlucy, CAE and Bob H...
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The NonProfit President's First 100 Days

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The NonProfit President's First 100 Days

  1. 1. THE PRESIDENT’S FIRST 100 DAYS Hit The Ground Running Playbook for Success Building a Team Using the Resources Advancing the MissionBill Pawlucy, CAE & Bob Harris, CAE
  2. 2. Hit The Ground Running The President’s First 100 Days By Bill Pawlucy, CAE & Bob Harris, CAE i
  3. 3. FOREWORD AND ABOUT BILL PAWLUCY, CAE AND BOB HARRIS, CAEYou are the incoming president. We hope we caught you in time. The time to start Why 100 Days?planning is at least sixty days before your installation but this guide can be effec-tively used during your presidency. There’s a lot to be done - from planning to ap- It will take about 100 days to set your course for a successful presidential term. It ispointments, this guide brings concepts and tips for a successful year. to be hoped that your first 100 days will include about two months before you take office (60 days of preparation and study) and the first 40 days of office (your initialHit the Ground Running – What Does it Mean? board meeting). To begin a venture with great energy, involvement, and competence. By identifying it as just 100 days, it’s manageable. Others will see what you antici- pate and join forces with you. Use 100 days as your first benchmark for achieve- To immediately work very hard and successfully at a new activity. “If elected, ments. After all, in most cases, a presidential term is just 365 days.they promise to hit the ground running in their first few weeks of office.”
 Opinion Welcome To be ready to work immediately on a new activity. “His previous experiencewill allow him to hit the ground running when he takes office in the chamber, asso- The authors want to hear about your successes and challenges. Were there sur-ciation or society.” prises you did not anticipate? Did you have a great term as president? What would you suggest to presidents who follow you?Traction or Slippage Bob Harris, CAE, can be contacted by e-mail at bob@rchcae.comThe intent is to give you enough information that you’ll start the year with traction. Bill Pawlucy, CAE, MPA, can be reached by e-mail at billpawlucy@gmail.comYour plans, aims and ideas will be solidly planted on the ground and others willquickly notice you as a president who intends to advance the organization. About the Booklet – Hit the Ground RunningThe opposite is slippage. If you put it off, you’ll try to prepare after the installation It is our belief that part of the greatness of North America is the success of nonprofitin your first or second month. You might inform others that you didn’t have time organizations. To promote and continue their success, we want to see you be suc-for the first meeting, you’ll make committee appointments in a month or so, you cessful in your presidency. The booklet can be shared, copied and adapted to helphave no clear plan of work, etc. Well, if you meet quarterly, you’ve slipped behind other incoming presidents. The only thing we ask is proper credit and attribution.by three months.We designed this guide to provide you with traction at the start of your term andplenty of momentum to last the year. ii
  4. 4. CHAPTER 1PeopleThe formula for success in any nonprofit organization or association is for a symbiotic relationshipbetween both staff and the volunteer leadership. Once this harmony is established, there is then onlyone team dedicated to advancing the mission and vision of the organization/association. In thischapter we discuss why people matter and how respect and cooperation is the main ingredient. 5
  5. 5. CHAPTER 2CommunicationsIn this chapter we dive deep into the importance of communication in any organization. Theemphasis on a healthy environment for staff and volunteers is tantamount to a healthy andproductive relationship. Also, managing the message of the organization and tying it in with themission statement is key. Ethics, decision-making and other key ideas are covered as well. 10
  6. 6. CHAPTER 3PlanningAs a volunteer leader taking on the role as the chief volunteer officer, planning should begin longbefore your term as President or Chair. Goal setting, the importance of the first board meeting,identifying quick successes and avoiding common mistakes will make for a productive and successfulfirst year in office. Also, using the strategic plan as a guide will provide the best roadmap. 16
  7. 7. CHAPTER 4Resources and StructureAs the President or Chair, being informed and knowing the environment both within your professionand industry along with the competitive landscape is critical. Know your organization better thananyone else and use that information to help guide board decisions that are in alignment with thestrategic plan and the fiscal resources of the organization. 21
  8. 8. APPENDIXTables and ChartsIn order to map out the process for critical functions, on the next few pages we map out the strategicplanning process, a list of critical operating documents and suggested training programs. Pleasecontact us at billpawlucy@gmail.com for more information or for training assistance. Also, you willfind board coaching and training documents at www.associationoptions.com/boardcoach.html . 26
  9. 9. CHAPTER 6Board TerminologyTerminology is another area that makes for a well-versed board president or chair. The followingpages define key words that are important for a leader to be aware of such as quorum, consentagenda, rules of order, Sarbanes-Oxley and more. 30
  10. 10. DEDICATION Writers: William D. Pawlucy, M.P.A., CAE, IOM, www.associationoptions.com billpawlucy@gmail.com Robert C. Harris, CAE, www.nonprofitcenter.com bob@rchcae.com Training Specialty Areas: Strategic PlanningThis book is dedicated to the tireless work of the leaders and staff of asso- Board Coaching and Trainingciations in the United States and abroad. Without their efforts, many in-dividuals, companies and professionals would not be able to grow as well Start-up Planningas they could in our economy. Also, those patients who benefit from better Sales Channel Developmentcare, service and advocacy on their behalf due to the healthcare associa- Member Acquisition Strategiestions around the world. AMC Relationship EvaluationWe also dedicate this book to our families who have allowed us to take the RFP Developmenttime to work on the concepts in this book. Thank you Dana, Noah, Nicho-las and my little one Emma.We hope that this book touches many nonprofit volunteer leaders as theyprepare on their journey to make better their community, profession or in-dustry. xxxix
  11. 11. COPYRIGHT© 2012Permission to save and share automatically granted with attribu-tion to writers Bill Pawlucy, CAE and Bob Harris, CAE xl
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