AANC Leadership Training

1. ASSOCIATION
LEADERSHIP
A Presentation for Auctioneer
Association of North Carolina
Leadership
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2. THE STRATEGIC PLAN
“The only job of leadership is
to administer the strategic
plan.”
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3. THIS PRESENTATION IS….
• Ideas about managing our association.
• Sharing a vision of the future.
• Practical tips from the toolbox! Look for this
logo for practical tips:
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4. 4
LEADERSHIP
POWER RESPONSIBILITY
Leadership of the Association is best when there is
a balance of power and responsibility.

5. 5

6. ASSOCIATION GOVERNING
DOCUMENTS
•Bylaws
•Procedures
•Article X – Code of Ethics
•Minutes
•Roberts Rules of Order
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7. BYLAWS OR POLICIES?
• Bylaws are the rules. They must be agreed to by
the membership, and can only be changed by
the members.
• Policies are the operating agreements. They
give consistency to operations. They can be
adopted by the board of directors.
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8. TYPES OF POLICIES
• Personnel policies (work hours, job descriptions,
performance reviews, dress).
• Leadership (committee descriptions, job
descriptions for elected leaders, ).
• Operations (financial policies, amount of dues,
payment and billing, spokesperson
responsibilities).
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9. THE MISSION STATEMENT:
CHARACTERISTICS
• The purpose of the organization is clear to everyone
• Defines who the organization serves
• Sets priorities for using resources
• Guides planning and decision making of staff and
leaders
• Everyone has a copy and uses it regularly
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10. 10
"To provide education and
communication for the
auctioneer and the public in
order to promote the auction
method of marketing."

11. WHO IS THE AUCTIONEER?
• Auctioneers (Individually)
• Apprentice Auctioneers
• Student Auctioneers
• Auction Firms (who may only have a designated
Auctioneer)
• Estate Tag Sales Organizations
• Self-Storage Firms
• Real Estate Companies
• Anyone who is or is not licensed in and out of
North Carolina for what services we provide.
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12. WHO IS THE PUBLIC?
• The General Public
• Buyers
• Sellers
• Municipal Leaders
• State legislators
• Anyone who is seeking an answer for the
solution we provide.
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13. THE STRATEGIC PLAN
•Long Term Plan is a Start.
•Strategic Plan formed after
SWOT Analysis
•Blue Ribbon Committee formed
for SWOT and Strategic plan
creation
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14. THE BUDGET IS A PLAN OF
ACTION FOR ACCOMPLISHING
THE MISSION AND GOALS!
• Develops specific programs to accomplish mission
• Defines the cost
• Sets priorities
• Monitors the progress
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15. 15
Appoint
Finance
Committe
e
Review
Strateg
ic Plan
Prioritize
Strategies
Prepare
Budget
Estimate income
and Expense
Resolve
Discrepancies
And Prepare
Budget
Approval by
Board of
Directors
Budgeting Flow
Chart

16. TYPES OF BUDGETS
• Cash flow
• Capital budget
• Operations budget
• Program budget
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17. DUES INCOME: TYPES
OF MEMBERS
•Membership by individuals
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18. NON-DUES INCOME:
• Fun Auction
• Magazine Advertising
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19. NON-DUES INCOME:
POTENTIAL NON-AUCTION INCOME
• Website income (Ads, Classfieds)
• Education programs (Outside of NCALB CE)
• Standard Forms (Drawn by Attorney, Sold
by Association)
• Group Purchase Plan (Office products,
telephone services, et al.)
• Sales of publications or data to public
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20. COMMITTEES
• Have a clear ‘job description’ for the committee.
• Inform the committee about the goals of the strategic plan
and how the committee fits in.
• Have a staff person assigned to each committee.
• Keep regular minutes.
• Recognize and thank committee members.
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21. ORGANIZING MEETINGS
(RESPECTING THE
PARTICIPANTS)
• Advance information and background material.
• Timed agenda.
• Indicate expected decisions (motions, discussion).
• End the meeting with topics that unify.
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22. THE CHAIRMAN’S GUIDE
PART 1
• Know the agenda and the results you expect.
• Identify a person to present each agenda item.
• Arrive early for the meeting and welcome
attendees.
• Seat the staff executive next to you to assist in
managing the meeting.
• Compare notes with the staff afterwards and decide
on follow-up.
• Report follow-up at the next meeting or before.
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23. THE CHAIRMAN’S GUIDE
PART 2
• Establish meeting rules and be consistent.
• Let all people speak once before letting
someone speak again.
• Limit length of discussion when debate is heavy.
• Encourage quieter members to speak.
• Be the moderator of the meeting, not a
participant.
• Sense when it is time to vote and move on.
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24. MEMBERSHIP
DEVELOPMENT
“The Association Exists for the
Members. Leaders and Staff Must Be
Skilled in the Techniques of
Membership Management.”
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25. MEMBERSHIP CRITERIA
QUESTIONS TO ASK
• Are membership criteria an open standard?
• Include all professionals, and governmental service
members, too.
• Are criteria to retain membership clearly defined?
• Are the rules for terminating membership clear and fair?
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26. NEW MEMBERS
• Immediately acknowledge them. Send publications,
invitations to serve
• Provide an orientation: what members should know
• Ethics and protocol
• Expectations members must meet
• Basic skills
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27. NEW MEMBER WELCOME
PACKAGES
• AANC Pin
• Code of Ethics
• Bylaws
• Committee Signup Page
• Feedback forms
• Contact information
• It is important to always follow up with our new members!
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28. RECRUITING NEW
MEMBERS
• Budget for this activity, both time and funds.
• Have a goal for new members.
• Techniques:
• Direct mail.
• Person-to-person.
• Group activities and events (reception or open
house).
• Be sure to follow up on inquiries!
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29. MEMBERSHIP
RETENTION
• Budget for this! Both funds and time.
• Survey members for new member needs.
• Eliminate services which members no longer want.
• Communicate regularly by newsletter, phone call,
internet.
• Contact members who are dropping membership,
and develop a ‘disaster plan’.
• Identify and train new leaders regularly.
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30. MARKETING AND
PUBLIC RELATIONS
Marketing Includes Creating Needed
Products or Services Which
Members Value. It Also Includes
Establishing the Professional
Position of Auctioneers in the
Community.
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31. WHO IS THE ‘TARGET MARKET’?
(WHO WILL USE THIS PRODUCT OR SERVICE?)
• Members.
• Affiliated industries.
• Public who sell, own, or would like to own real estate.
Determine the TARGET MARKET for each association
activity.
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32. PRINCIPLES OF
MARKETING
• What is the product?
• How much will the product cost? (Price)
• How will it be promoted to the target market?
• How will the product be delivered? (Place)
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33. CREATING AN
ASSOCIATION WEBSITE
• Communicates to Members
• Communicates to Public
• Provides Information
• Can be a Source of Income
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34. ASSOCIATION WEBSITE:
COMMUNICATES TO
MEMBERS
• Newsletter
• Bulletin board (association and members can post questions)
• List serve (specialty magazine for members)
• Application forms and registration forms
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35. COMMUNICATES TO
PUBLIC
• Presents a professional image
• Gives information (rentals, or properties for sale)
• Contact information
• Code of ethics
• How to join the association
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36. SELF ASSESSMENT:
EVALUATING YOUR
ASSOCIATION
• What are the most valuable services your association offers
to the membership?
• How does your association determine what members need
or want?
• What process does the association use to sent priorities in
creating new programs?
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37. EVALUATION OF
YOUR ASSOCIATION
• Phase one: prepare (appoint a committee or task force.
• Phase two: evaluate (use a good model and be analytical).
• Phase three: complete your association plan, including
budgets and programs.
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38. EVALUATING THE
ASSOCIATION:
SIX LEVELS OF SERVICE
• 1. Association
operating philosophy
• 2. Organization and
governance
• 3. Physical and
financial resources
• 4. Staff competencies
• 5. Member services
• 6. Internal and
external relations
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39. 1. ASSOCIATION MISSION STATEMENT:
IS THE ASSOCIATION’S MISSION
STATEMENT CLEAR?
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The Mission Statement accurately describes
the purpose or fundamental reasons the
association exists.
The Mission Statement reflects the concerns or
values which members share: their reasons for
wanting or needing the association.
The Mission Statement clearly describes the
overall direction for the association.
The Mission Statement communicates clearly
to the membership, leadership, and staff.

40. 2.DOES THE ASSOCIATION
HAVE A STRATEGIC PLAN?
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Does the plan have clear goals and measurable
objectives?
Do the strategies identify responsibilities, resources
and time frames?
Can the Plan be effectively changed quickly
and efficiently, if circumstances warrant?
Is the Plan updated annually?
Does the association allocate funds and time to
update the Plan as a part of the regular
budget?

41. 3. DOES THE ASSOCIATION
HAVE ANNUAL GOALS?
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The goals are established by the leadership
each year and communicated to members and
staff.
The staff and leadership are very clear about
what role they each play in achieving these
goals.
The evaluation of staff is based upon how well
it helped develop and achieve these goals.

42. 4. DOES THE ASSOCIATION HAVE
MEMBERSHIP DEVELOPMENT
ACTIVITIES, INCLUDING….
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Developing a marketing plan for membership
recruiting?
Budgeting funds for membership
recruitment?
Maintaining a list of prospective new
members and making contact with them?
Adopting a ‘Disaster Plan’ for members who
leave the association, and re-recruiting them?

43. 5. DOES THE ASSOCIATION
COMMUNICATE TO MEMBERS…
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Through newsletters and e-mail?
With meetings and networking events?
On an association website?
Through regular personal contact from
leaders and staff?
Through Surveys to assess member needs?

44. 6. DOES THE BOARD OF
DIRECTORS (GOVERNING
BODY) HAVE AUTHORITY TO….
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Manage association finances, including
budget?
Set association policies?
Help the association plan and set goals,
objectives and strategies?
Evaluate its Chief Executive Officer’s
Performance?

45. 7. DOES THE ASSOCIATION HAVE
A LEADERSHIP IDENTIFICATION
AND TRAINING PROGRAM?
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Election of officers and directors is in
accordance with bylaws.
Clear job descriptions exist for committees
and offices.
A communications and follow up policy is
in place for committees.
There is a recognition program for
volunteer contributions.

46. 8. HOW DOES THE ASSOCIATION
PLAN FOR PROGRAMS, SERVICES,
AND ACTIVITIES?
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Does the Association regularly survey for
members needs and satisfaction?
Does the Association prepare a plan for each service
or activity, including identifying target market and
projecting expense, revenue, and responsibilities?
Is the membership informed and encouraged to
participate? Does the membership help plan
programs and services?
Is each service or activity evaluated regularly
to see if it is still needed or desired?
Are skilled and experienced staff being well
used to accomplish work activities?

47. 9. EDUCATION AND TRAINING
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Are the Association’s education offerings
based on a clear understanding of what the
members need and want to succeed in their
business?
Does the Association regularly conduct
surveys to find out what the members want
or need?
Does the Association have an Education
Committee that meets regularly to plan for
new programs and evaluate current ones?
Is a business plan constructed for each
program, identifying target market,
marketing, and projected income and
expense?
Are course attendees encouraged to evaluate
programs and instructors?

48. 10. GOVERNMENT AFFAIRS:
ADVOCACY OF TRADE AND
PROFESSIONAL ISSUES
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Does the Association regularly evaluate
issues which impact the real estate
business or property ownership?
Does the Association identify and build
possible alliances and cooperative
agreements to gain position strength?
Is there a system to inform and activate
the membership?
Is communication to the members about
advocacy issues timely and effective?
Does the Association lobby on behalf of
the members?

49. 11. FINANCIAL MANAGEMENT
AND CONTROL
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Is the budget well documented and
consistent with the Goals and Strategies of
the Strategic Plan?
Does the governing body (Board of
Directors) approve the budget?
Are there regular financial reports available
to the leadership? Interested members?
Is professional financial assistance or review
used as necessary?
Does the budget include building reserve
funds for financial stability?
Are financial operating policies streamlined
and efficient?

50. 12. ASSOCIATION STAFF:
AN ASSOCIATION SHOULD MAINTAIN THE
BEST POSSIBLE STAFF
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Does the association staff have well defined jobs
with written position descriptions?
Is the Association Executive given authority to manage
and evaluate staff?
Are salaries competitive and is there funding for
necessary staff development?
Is the Association Executive regularly evaluated
by the leadership in a clearly defined and
consistent fashion?
Are evaluations of the Executive and the staff
provided in writing?

51. 13. PUBLIC RELATIONS:
THE ASSOCIATION VIEWED FROM THE
WORLD OUTSIDE
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Does the Association have an effective media
relations program, issuing publicity releases
and holding press conferences?
Does the Association maintain strong ties with
related organizations such as bankers and
builders?
Do members participate in regional
conferences and meetings?
Is the Association appropriately represented in
community affairs?