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Presentation For 2012 Iabc Leadership Institute (Bp Final, 2 21 12)
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  • “Move the sticks” is an America football metaphor. In each president’s term, one of the main jobs should be to “get a first down,” which then moves the sticks and enables another set of plays for future chapters.
  • Have room break into small groups (new people) and see if there are some common themes. 5 minutes or so. Record feedback on flipcharts.
  • “Framework” doesn’t necessarily mean a finished plan. It does mean that the board agrees, in principle, to overall direction and priorities.
  • Doing these things early on will make board management much easier as time moves forward.
  • Bottom-line: Board conflict will only get worse if left unchecked. And, open conflict in a board meeting needs to be taken outside, or it can poison the well for uninvolved board members.
  • This is an important leadership step, since IABC is an all-volunteer organization. A series of authentic, well-timed “thank you” gestures can go a long way.
  • Each of these elements is important for you to maintain balance. Without a healthy balance, your odds of IABC burnout rise sharply.
  • Have room break into small groups (new people) and see if there are some common themes. 5 minutes or so. Record feedback on flipcharts.

Presentation For 2012 Iabc Leadership Institute (Bp Final, 2 21 12) Presentation For 2012 Iabc Leadership Institute (Bp Final, 2 21 12) Presentation Transcript

  • Or, How to Have a Life, Earn a Living, Keep Your Relationships and Still Be An IABC(President-Elect) President (Past-President)
  • It’s all about you!!!Key session objectives: This is Psychotherapy 101 (we’ve been there!) We want to provide some simple, thought-provoking tools (experience-based guidelines, not definitive rules!) Give you some takeaways that will help you avoid the “past- president protection program.”
  • Reality Check #1Q: How did you find yourself in this position?A: Was it because . . . You were next in an orderly chapter succession plan? You didn’t show up for the last board meeting where nominations were discussed? No one else wanted the job? You really wanted the job? Other?
  • Reality Check #2Q: How ready are you to take on each role during the next three years?A: Would you say . . . “Absolutely. No worries.” “Hmmm . . . I hadn’t really thought about each specific role.” “Are you kidding? Get me out of here!”
  • Main Job: President-Elect ? A Time for Preparation!
  • President-Elect: Key Tasks Doing a skills inventory! Assess your personal leadership strengths/challenges. (Recommended early in term) Ask others who know you well to rate you on the same criteria. (Recommended early in term) Compare notes. (Early in term)
  • President-Elect: Key Tasks Evaluating the board! Compare notes with president about board structure and effectiveness. What’s working? What isn’t? Why? (Recommended mid-term) Talk with current/departing board members about their roles. What’s working? What isn’t? Why? (This assumes board transition reports not already in place / recommended mid- to late-term) Evaluate pending vacancies and required skills, which aids recruiting by nominations committee (Mid- to late-term)
  • President-Elect: Key Tasks Preparing your goals! What 1-3 things do you really want to accomplish as president? (Recommended late-term) How do your goals match with chapter’s strategic objectives, board talent and overall chapter position? (Recommended late-term) Will these goals “move the sticks?”
  • Reality Check #3Q: What are your biggest fears in taking on the role of chapter president?
  • Main Job: Chapter President? A Time for Leadership!
  • Chapter President: Key Tasks Conducting a board retreat! Focus on relationships . . . help new/carryover board members get to know each other. Focus on planning . . . Lead a SWAT analysis of the past year, using some of your president-elect conversations (or board transition reports) as a discussion guide. Focus on strategy . . . Introduce your board priorities and invite conversation on how they support/don’t support overall goals. Leave with consensus on a strategic framework for the year. (Recommended first month of term)
  • Chapter President: Key Tasks Setting clear expectations! Best way to avoid many leadership problems is predictability! Strategic expectations . . . Focus on board/individual accountability to goals and how those elements will be measured. Be clear and consistent. (Recommended first month . . . ideally during board retreat) Procedural expectations . . . Focus on schedule/attendance for board meetings, cell/smart phone use in meetings, etc.
  • Chapter President: Key Tasks Handling board conflict! Almost every president has (at least one) unpleasant surprise. Be proactive. If you pick up signals that board conflict is brewing, get to the source. Be fair. If an issue involves dueling board members, hear both sides before taking action. Be assertive. If something blows up in a board meeting, call time out. Then, set a time to facilitate discussion/resolution elsewhere.
  • Chapter President: Key Tasks Rewarding board accomplishments! In addition to strategic leadership, your biggest job is to be a cheerleader for board success! Be social. Periodically, consider buying lunch or coffee for individual board members, just as a “thank you” for their efforts. Be consistent. At each board meeting, recognize “wins” by board members and their teams. Make sure these are recorded in meeting minutes. Be creative. At the end of a board year, consider making/purchasing little gifts that speak to a board member’s specific accomplishments. Or, consider fun forms of board recognition at meetings and events.
  • Chapter President: Key Tasks Conducting transition reports! This is a great tool to check leader engagement and support future board success! Ask about strategic accomplishments. Allow all board members to share specific views on what worked/didn’t work during the board year (and why). Ask about the experience. Were board members pleased/not pleased with their time on the chapter board (and why). Ask for recommendations and nominations. Encourage board members to make specific suggestions for improvement and to recommend promising committee/volunteer members for consideration as future board leaders.
  • Chapter President: Key Tasks Having a (non-IABC) life! Being chapter president does not mean IABC is a 24/7 commitment! Learn to delegate. While you need to represent the chapter at various major events and activities, that does not mean you need to attend every event. Learn to back off. You don’t need regular involvement in every board committee or portfolio. Let your VPs/portfolio leads do their jobs. If you don’t have VPs/portfolio leads, consider expanding the board structure and volunteer pool. Learn to set boundaries. Create your own personal plan to allocate time for family, paid work, personal activities and IABC.
  • Reality Check #4Q: What are the biggest drawbacks to moving from president to past- president?
  • Main Job: Past-President? A Time for Reflection!
  • Past-President: Key Tasks Being seen . . . not always heard! In just one month, your IABC life has changed a great deal! Counseling, not directing. Remember, a new person now holds the gavel. Your job is to provide support and perspective—not run the meeting. Picking your shots. As past-president, you’ll have strong opinions on almost everything. Resist the temptation to weigh in on every debate. Instead, speak up when “teachable moments” are at hand.
  • Past-President: Key Tasks Preparing Chapter Management Awards! Who better for this important role? Validate performance. As president, you were central to shaping, executing and measuring board strategies. Now, CMAs provide a venue to test that performance against peer chapters. Reflect on achievements. Working through CMA entries is a fantastic way to reflect on accomplishments—and review what can be done better by future boards.
  • Past-President: Key Tasks Mentoring future leaders! A great way to leave a legacy to your chapter! Provide wisdom. As past-president, you can be especially valuable in helping young or new board members “learn the ropes.” Evaluate talent. Working with a nominating committee (or in a chapter mentoring program), you can help screen and shape future leaders.
  • Reality Check #5Now, with everything we’ve covered, what will you . . .Stop? Start? Continue?
  • Reality Check #6Q: At the end of your three-year leadership arc, what’s next?A: Could it be . . .Back on the board for a (more normal) role?Returning as an occasional volunteer?Service on an IABC regional or international board?Or, at 12:01 a.m. after your last day, entering the “ex-presidents’ protection program,” never to be seen again?
  • Questions?Lana Collins, ABC Brett Pyrtle Past Director, IABC Canada East  Chapter Advocate, IABC PacificRegion Plains Region Past President, IABC  Past President, IABC MinnesotaNewfoundland and Labrador Director of Project  Principal, Turning PointCommunications, Workplace Communications LLC, St. Paul, MNHealth, Safety and Compensation  651.592.6369 (office/mobile)Commission, St. John’s NL  brett@turnpointcomm.com 709.778.1223 (office)  www.turnpointcomm.com lana.collins@whscc.nl.ca www.whscc.nl.ca