The document discusses managing continuing education units (CEUs) and Certified Facility Manager maintenance points at IFMA's Facility Fusion conference. Attendees can earn 20 maintenance points by recording their attendance, and CEUs by paying the registration fee and passing a post-session assessment online or at the registration kiosk. The document provides the website for logging CEUs and instructions for other organizations' credit reporting.
Holly Duckworth discusses strategies for recruiting, retaining, and maintaining volunteer leadership. She intends to define what it means to be an effective volunteer, demonstrate how to personally recruit volunteers to increase the chances of them saying "yes", and identify how to retain volunteers by delegating tasks and holding committees accountable to contribute to the association's vision and mission. Duckworth also aims to create an ongoing appreciation plan to grow the volunteer base over years.
CTRL+ALT+Believe: Destination Marketing Assocition International 2014 Convent...Holly Duckworth
This document discusses rebooting thoughts and inspiring action for destinations. It encourages examining beliefs about key stakeholders and taking control of attitudes. Hitting the "control" key means letting go of rigid policies and procedures and co-creating the organization's vision with partners. Hitting the "alt" key involves recruiting a diverse board and finding new ways of operating. Strategic visioning focuses on envisioning the highest potential of the organization rather than planning. The overall message is that destinations should believe in their potential and reboot their thinking to inspire new actions.
121213 mike warren coar boardology role of the board of directorsHolly Duckworth
The document discusses the roles and responsibilities of boards, staff, and directors of organizations. It provides guidance on questions boards should ask themselves, their fiduciary duties including duty of care and loyalty, how to handle conflicts of interest, and potential liability. Key responsibilities of boards include setting policy, oversight, strategic planning, succession, and being transparent and fiscally responsible. The role of the president is to facilitate discussion and serve as a spokesperson. Bylaws are the rules that govern an organization's operations.
The document discusses overcoming technophobia by embracing technology. It recommends building a strategy to introduce new technologies gradually, such as setting up a technology welcome center and linking to 30+ new friends on social media. Key policies for overcoming technophobia include explaining why each tool was selected, how it will be used, review goals every six months, and try one new tool every six months. The document advocates using technology authentically to share quality content and leverage connections.
This document provides an overview of a leadership training session. It discusses the role of a leader in leading teams and committees, how to build a team as a volunteer or work leader, the basics of leadership in volunteer and work environments, and delegation and accountability as a leader. It also promotes an upcoming session on leading boards and committees. In summary, the document outlines topics to help participants strengthen their leadership skills in various organizational contexts.
The document summarizes best practices for chapter leaders in recruiting and retaining volunteers. It discusses the benefits of volunteering, traits of good volunteers, key differences between volunteers and employees, how to determine volunteer needs and delegate responsibilities, tips for volunteers, the importance of succession planning, ways to appreciate volunteers, and soliciting questions or concerns from attendees. The presentation aims to help chapter leaders effectively manage their volunteer programs.
Centers for Spiritual Living Volunteer VictoriesHolly Duckworth
This document discusses strategies for attracting and managing volunteers. It recommends setting clear intentions and structuring volunteer roles. Volunteers should be trained, inspired, and appreciated. The volunteer life cycle involves attracting volunteers through various methods, training them, managing them, and evaluating their contributions. Effective volunteer management ensures volunteers feel part of something larger and supported in their roles.
Holly Duckworth discusses strategies for recruiting, retaining, and maintaining volunteer leadership. She intends to define what it means to be an effective volunteer, demonstrate how to personally recruit volunteers to increase the chances of them saying "yes", and identify how to retain volunteers by delegating tasks and holding committees accountable to contribute to the association's vision and mission. Duckworth also aims to create an ongoing appreciation plan to grow the volunteer base over years.
CTRL+ALT+Believe: Destination Marketing Assocition International 2014 Convent...Holly Duckworth
This document discusses rebooting thoughts and inspiring action for destinations. It encourages examining beliefs about key stakeholders and taking control of attitudes. Hitting the "control" key means letting go of rigid policies and procedures and co-creating the organization's vision with partners. Hitting the "alt" key involves recruiting a diverse board and finding new ways of operating. Strategic visioning focuses on envisioning the highest potential of the organization rather than planning. The overall message is that destinations should believe in their potential and reboot their thinking to inspire new actions.
121213 mike warren coar boardology role of the board of directorsHolly Duckworth
The document discusses the roles and responsibilities of boards, staff, and directors of organizations. It provides guidance on questions boards should ask themselves, their fiduciary duties including duty of care and loyalty, how to handle conflicts of interest, and potential liability. Key responsibilities of boards include setting policy, oversight, strategic planning, succession, and being transparent and fiscally responsible. The role of the president is to facilitate discussion and serve as a spokesperson. Bylaws are the rules that govern an organization's operations.
The document discusses overcoming technophobia by embracing technology. It recommends building a strategy to introduce new technologies gradually, such as setting up a technology welcome center and linking to 30+ new friends on social media. Key policies for overcoming technophobia include explaining why each tool was selected, how it will be used, review goals every six months, and try one new tool every six months. The document advocates using technology authentically to share quality content and leverage connections.
This document provides an overview of a leadership training session. It discusses the role of a leader in leading teams and committees, how to build a team as a volunteer or work leader, the basics of leadership in volunteer and work environments, and delegation and accountability as a leader. It also promotes an upcoming session on leading boards and committees. In summary, the document outlines topics to help participants strengthen their leadership skills in various organizational contexts.
The document summarizes best practices for chapter leaders in recruiting and retaining volunteers. It discusses the benefits of volunteering, traits of good volunteers, key differences between volunteers and employees, how to determine volunteer needs and delegate responsibilities, tips for volunteers, the importance of succession planning, ways to appreciate volunteers, and soliciting questions or concerns from attendees. The presentation aims to help chapter leaders effectively manage their volunteer programs.
Centers for Spiritual Living Volunteer VictoriesHolly Duckworth
This document discusses strategies for attracting and managing volunteers. It recommends setting clear intentions and structuring volunteer roles. Volunteers should be trained, inspired, and appreciated. The volunteer life cycle involves attracting volunteers through various methods, training them, managing them, and evaluating their contributions. Effective volunteer management ensures volunteers feel part of something larger and supported in their roles.
The document discusses tips for managing volunteers including recruiting volunteers by asking them directly for help on meaningful projects, retaining volunteers by giving them ownership over tasks and demonstrating how their work makes an impact, and showing appreciation for volunteers on an ongoing basis. It also provides ideas for recruitment such as volunteer fairs and tracking member skills to match them with roles.
The document describes a mentoring program called WISE. It provides details about the program such as its aims to assist people in their career paths, how mentoring benefits both mentors and mentees, and the key aspects of how the 12-month program will work, including matching mentors and mentees, workshops, and follow-up sessions. Interested individuals are instructed to submit an expression of interest by November 14th if they would like to participate.
The document outlines the expectations and responsibilities of coaches in the Middle Leadership Development Programme (MLDP). The key aims of the MLDP are to develop effective middle leaders to improve teaching quality and raise student achievement. Coaches are expected to support participants through each stage of the programme by meeting regularly, reviewing progress on leadership challenges, and using coaching skills like active listening and questioning to facilitate reflection. Coaches will receive ongoing support and training from the MLDP organizers to best support their participants' leadership development goals.
The document discusses effective strategies for recruiting, retaining, and appreciating volunteer leaders. It begins with Holly Duckworth outlining her intentions for the session, which are to define what makes an effective volunteer, demonstrate how to personally recruit volunteers, identify ways to retain volunteers through delegation and accountability, and create appreciation plans. Duckworth then provides information about her extensive volunteer experience and qualifications. The rest of the document consists of interactive polling questions and discussions about the skills and traits desired in volunteers.
Program Portfolio UniversityStudent NameStudent Address.docxbriancrawford30935
Program Portfolio
University
Student Name:
Student Address:
Student E-mail Address:
Student Telephone Number (optional):
Write a statement of originality: A statement of originality is one or two sentences that indicate that this is your work and it cannot be used, copied, or reproduced without your permission.
Table of Contents
3Purpose Statement
4Intended Audience
5Method of Organization
6List of Work Samples and reflective evaluation
Purpose Statement
Describe the purpose of your student portfolio by considering these questions:
What is the purpose of your portfolio?
Why are you creating a portfolio?
What are your academic goals?
How do you plan to accomplish those goals?
How will your portfolio demonstrate what you have learned?
Intended Audience
Describe the intended audience for your student portfolio by considering these questions:
· Who will see or use your portfolio?
· How will the members of the audience use your portfolio and what do they expect it to contain?
· How will the contents of the portfolio meet the expectations of the intended audience?
Method of Organization
Describe how you will organize your student portfolio by considering these questions:
· How should the portfolio contents be organized?
· What is the rationale for choosing one way rather than another to organize the portfolio?
· How does the method of organization support the overall intent of the portfolio?
List of Work Samples and Reflective Evaluation
1. List other work samples that you would like to include in your portfolio. You are welcome to include exemplary work samples from any undergraduate courses.
2. For each work sample, write a brief statement that considers these questions:
· Why is it included in your portfolio?
· What did you learn?
· How does what you learned help you achieve your academic goals?
· How can you apply what you have learned to future assignments?
· Are there elements of the assignment that you can improve?
PAGE
5
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Technological utilization for knowledge management
Sandra Moffett; Rodney McAdam; Stephen Parkinson
Knowledge and Process Management; Jul-Sep 2004; 11, 3; ABI/INFORM Global
pg. 175
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction .
This document provides information and exercises to help employees develop their careers at Fibernetics Corporation. It encourages employees to discover their strengths, interests, and preferred job characteristics. It then guides employees to prepare for career success by determining their strengths, getting input from managers, networking within the organization, and charting a potential career path and action plan. The goal is for employees to understand themselves better and create a plan to develop their skills and advance in a way that matches their interests and abilities.
This document provides guidance for developing a Mentoring Action Plan (MAP) to help mentorees progress in their careers. It discusses creating a vision statement, setting mentoring goals and objectives, and identifying learning activities. The goals focus on developing expertise, building relationships, and navigating the organization. Sample goals include improving presentation skills, understanding organizational structure, and enhancing one's reputation. Learning activities suggest developmental projects, networking, and stretch assignments. The document also provides examples of communication, conflict resolution, and other skills that mentoring relationships may target.
Fingertip Knowledge - Electronic Performance Support SystemsKelly Condron
O/E Learning and LearningGuide co-facilitated this workshop at the Corporate University Week in November 2008.
During the three-hour workshop, participants learned how to design and develop “point-of-need” self-instruction for an EPSS via blended, experiential, and hands-on learning methodologies.
Train the Trainer: Tips for Enhancing Employee Learning (Presented at HighEdW...Katie Santo
Let’s be honest: no one truly enjoys sitting through an hour or more of training that is required as part of their job. This is especially the case when said topic is less than exciting or ever so slightly technical in nature. “Come sit for an hour to learn a web content management system so I can update the university website? Well, that sounds super fun and at the top of my to-do list!” Said no one, ever. When it’s your job to facilitate training, it can be discouraging to know that your participants may not be as engaged in the topic at hand as you are. In this presentation, we’ll cover three things that you as a training facilitator can do to enhance the learning experience of your participants, so they walk away not only having learned the required material, but actually having enjoyed their time with you.
The document discusses the concept of "Running Lean", which is a systematic process for iterating a startup's web application from the initial "Plan A" to a plan that works. It involves using techniques from Customer Development, Lean Startup, and Bootstrapping. The key aspects are validating problems and solutions with customers, achieving product/market fit through iterative releases, and optimizing for scale once fit is achieved. Progress is measured through validated learning loops involving hypotheses, experiments, qualitative/quantitative validation, dashboards, and communication of learnings. The overall goal is to iterate quickly from the initial plan to one that works through a continuous process of customer feedback and validation.
Continuous improvement from the trenches - Elabor8 Lunch and Learn Meetup - ...Ryan McKergow
Improving as an organisation is hard. What’s even harder is continuously improving an organisation. Continuous improvement is key to any Agile transformation, because in order to improve our processes we must constantly challenge the ingrained practices and rigid ways of working. But how do we do this?
In this talk will discuss how we have employed continuous improvement practices such as Retrospectives, Lean Coffee, Lunch and Learns, Team 1:1s, and Guilds, in order to fast-track Agile transformations. By implementing these practices you too can go beyond mere Agile adoption.
Slides from the Oct 9, 2013, webinar "Building Your Best Board (Part 2)," presented by the Ohio Environmental Council, River Network, and the Institute for Conservation Leadership
This initiative aims to broaden NASFT's membership base through outreach to new and diverse groups. It would develop programs to attract ethnic food manufacturers and others not currently represented. The committee identified opportunities to connect with new members through partnerships and alliances with related organizations. They recommended identifying target groups and expanding qualified attendee lists and exchanges to leverage other associations' resources and services to benefit members.
This document provides guidance on effective nonprofit board governance. It discusses choosing board members, orienting new members, expectations of members, evaluating performance, and holding effective meetings. The top 3 responsibilities of boards are financial stewardship, strategic planning, and evaluating the executive director. Keys to avoiding problems include preparation, attendance, unity, measuring metrics, staying mission-focused, appropriate management, relevance, and team-building.
The document summarizes a faculty development webinar on integrating ePortfolios. It describes how the webinar will include case studies from various colleges on their faculty development practices. Participants are encouraged to ask questions through the chat function. The webinar will be recorded and made available online afterward. The agenda outlines presentations on faculty development programs at different schools, as well as opportunities for questions and discussion. Participants are asked to consider patterns across institutions and how they can apply lessons to their own campus.
MB 103 business communication 9_10.pptxKrishnaRoy45
This document discusses tips for effective team presentations, public speaking, listening skills, and providing feedback. For team presentations, it recommends assigning roles based on strengths, having a rehearsal, and presenting a united front. For public speaking, it suggests planning, practicing, engaging the audience, using strategies like the rhetorical triangle and Monroe's motivated sequence. For listening, it emphasizes the importance of focusing and overcoming psychological barriers. It provides tips for being a good listener and giving constructive feedback.
Ash ese 633 week 4 assignment helping parents promote independenceshyaminfo04
This document provides instructions for an assignment to create an informational brochure or handout for a hypothetical transition meeting. The brochure is intended to educate other transition team members, such as general educators or parents, about the transition process from the perspective of your role, such as a special educator. It should include a definition of special education transition services, the role of the chosen team member, the steps in the transition process and how the role contributes, and questions that may be asked of the role along with possible answers. Sources must be cited and APA formatting and mechanics guidelines must be followed. The goal is to demonstrate an understanding of collaborative transition team roles and the transition planning process.
This document outlines a presentation by Holly Duckworth on effective volunteer management. It discusses setting intentions for volunteer programs, assessing current structures, developing positions, recruiting volunteers, training methods like orientations and mentors, providing support, evaluating success, succession planning, appreciation events, and tips for successful volunteerism. The goal is to recruit, retain and maintain effective board leaders through strategic volunteer management.
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The document discusses tips for managing volunteers including recruiting volunteers by asking them directly for help on meaningful projects, retaining volunteers by giving them ownership over tasks and demonstrating how their work makes an impact, and showing appreciation for volunteers on an ongoing basis. It also provides ideas for recruitment such as volunteer fairs and tracking member skills to match them with roles.
The document describes a mentoring program called WISE. It provides details about the program such as its aims to assist people in their career paths, how mentoring benefits both mentors and mentees, and the key aspects of how the 12-month program will work, including matching mentors and mentees, workshops, and follow-up sessions. Interested individuals are instructed to submit an expression of interest by November 14th if they would like to participate.
The document outlines the expectations and responsibilities of coaches in the Middle Leadership Development Programme (MLDP). The key aims of the MLDP are to develop effective middle leaders to improve teaching quality and raise student achievement. Coaches are expected to support participants through each stage of the programme by meeting regularly, reviewing progress on leadership challenges, and using coaching skills like active listening and questioning to facilitate reflection. Coaches will receive ongoing support and training from the MLDP organizers to best support their participants' leadership development goals.
The document discusses effective strategies for recruiting, retaining, and appreciating volunteer leaders. It begins with Holly Duckworth outlining her intentions for the session, which are to define what makes an effective volunteer, demonstrate how to personally recruit volunteers, identify ways to retain volunteers through delegation and accountability, and create appreciation plans. Duckworth then provides information about her extensive volunteer experience and qualifications. The rest of the document consists of interactive polling questions and discussions about the skills and traits desired in volunteers.
Program Portfolio UniversityStudent NameStudent Address.docxbriancrawford30935
Program Portfolio
University
Student Name:
Student Address:
Student E-mail Address:
Student Telephone Number (optional):
Write a statement of originality: A statement of originality is one or two sentences that indicate that this is your work and it cannot be used, copied, or reproduced without your permission.
Table of Contents
3Purpose Statement
4Intended Audience
5Method of Organization
6List of Work Samples and reflective evaluation
Purpose Statement
Describe the purpose of your student portfolio by considering these questions:
What is the purpose of your portfolio?
Why are you creating a portfolio?
What are your academic goals?
How do you plan to accomplish those goals?
How will your portfolio demonstrate what you have learned?
Intended Audience
Describe the intended audience for your student portfolio by considering these questions:
· Who will see or use your portfolio?
· How will the members of the audience use your portfolio and what do they expect it to contain?
· How will the contents of the portfolio meet the expectations of the intended audience?
Method of Organization
Describe how you will organize your student portfolio by considering these questions:
· How should the portfolio contents be organized?
· What is the rationale for choosing one way rather than another to organize the portfolio?
· How does the method of organization support the overall intent of the portfolio?
List of Work Samples and Reflective Evaluation
1. List other work samples that you would like to include in your portfolio. You are welcome to include exemplary work samples from any undergraduate courses.
2. For each work sample, write a brief statement that considers these questions:
· Why is it included in your portfolio?
· What did you learn?
· How does what you learned help you achieve your academic goals?
· How can you apply what you have learned to future assignments?
· Are there elements of the assignment that you can improve?
PAGE
5
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Technological utilization for knowledge management
Sandra Moffett; Rodney McAdam; Stephen Parkinson
Knowledge and Process Management; Jul-Sep 2004; 11, 3; ABI/INFORM Global
pg. 175
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction .
This document provides information and exercises to help employees develop their careers at Fibernetics Corporation. It encourages employees to discover their strengths, interests, and preferred job characteristics. It then guides employees to prepare for career success by determining their strengths, getting input from managers, networking within the organization, and charting a potential career path and action plan. The goal is for employees to understand themselves better and create a plan to develop their skills and advance in a way that matches their interests and abilities.
This document provides guidance for developing a Mentoring Action Plan (MAP) to help mentorees progress in their careers. It discusses creating a vision statement, setting mentoring goals and objectives, and identifying learning activities. The goals focus on developing expertise, building relationships, and navigating the organization. Sample goals include improving presentation skills, understanding organizational structure, and enhancing one's reputation. Learning activities suggest developmental projects, networking, and stretch assignments. The document also provides examples of communication, conflict resolution, and other skills that mentoring relationships may target.
Fingertip Knowledge - Electronic Performance Support SystemsKelly Condron
O/E Learning and LearningGuide co-facilitated this workshop at the Corporate University Week in November 2008.
During the three-hour workshop, participants learned how to design and develop “point-of-need” self-instruction for an EPSS via blended, experiential, and hands-on learning methodologies.
Train the Trainer: Tips for Enhancing Employee Learning (Presented at HighEdW...Katie Santo
Let’s be honest: no one truly enjoys sitting through an hour or more of training that is required as part of their job. This is especially the case when said topic is less than exciting or ever so slightly technical in nature. “Come sit for an hour to learn a web content management system so I can update the university website? Well, that sounds super fun and at the top of my to-do list!” Said no one, ever. When it’s your job to facilitate training, it can be discouraging to know that your participants may not be as engaged in the topic at hand as you are. In this presentation, we’ll cover three things that you as a training facilitator can do to enhance the learning experience of your participants, so they walk away not only having learned the required material, but actually having enjoyed their time with you.
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Improving as an organisation is hard. What’s even harder is continuously improving an organisation. Continuous improvement is key to any Agile transformation, because in order to improve our processes we must constantly challenge the ingrained practices and rigid ways of working. But how do we do this?
In this talk will discuss how we have employed continuous improvement practices such as Retrospectives, Lean Coffee, Lunch and Learns, Team 1:1s, and Guilds, in order to fast-track Agile transformations. By implementing these practices you too can go beyond mere Agile adoption.
Slides from the Oct 9, 2013, webinar "Building Your Best Board (Part 2)," presented by the Ohio Environmental Council, River Network, and the Institute for Conservation Leadership
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This document provides guidance on effective nonprofit board governance. It discusses choosing board members, orienting new members, expectations of members, evaluating performance, and holding effective meetings. The top 3 responsibilities of boards are financial stewardship, strategic planning, and evaluating the executive director. Keys to avoiding problems include preparation, attendance, unity, measuring metrics, staying mission-focused, appropriate management, relevance, and team-building.
The document summarizes a faculty development webinar on integrating ePortfolios. It describes how the webinar will include case studies from various colleges on their faculty development practices. Participants are encouraged to ask questions through the chat function. The webinar will be recorded and made available online afterward. The agenda outlines presentations on faculty development programs at different schools, as well as opportunities for questions and discussion. Participants are asked to consider patterns across institutions and how they can apply lessons to their own campus.
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This document outlines a presentation by Holly Duckworth on effective volunteer management. It discusses setting intentions for volunteer programs, assessing current structures, developing positions, recruiting volunteers, training methods like orientations and mentors, providing support, evaluating success, succession planning, appreciation events, and tips for successful volunteerism. The goal is to recruit, retain and maintain effective board leaders through strategic volunteer management.
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This document discusses rebooting thoughts and inspiring action in associations. It encourages leaders to hit control, alt, and believe keys to transform their organizations. Specifically, it recommends letting go of controlling policies, asking forgiveness rather than permission, co-creating with members, using strategic visioning over planning, believing in a positive future, and simplifying work. The document is authored by Holly Duckworth, CEO of Leadership Solutions International, and provides her contact information for speaking, consulting and strategic visioning services.
Final 140109 volunteer management c380 - duckworthHolly Duckworth
The document discusses volunteer management and provides guidance on developing an effective volunteer program. It covers assessing an organization's current volunteer structure, defining volunteer positions and writing job descriptions, recruiting volunteers through various methods, training volunteers, managing volunteers through communication, support and recognition, and evaluating the success of the volunteer program. The presentation aims to help organizations implement successful strategies to recruit and develop volunteer leadership.
Final 140109 volunteer management c380 - duckworth
130402 ifma keynote one team one dream final on site copy
1. One Team One Dream:
Strategic Planning Unleash
Chapter Success
Holly Duckworth, CAE, CMP
Leadership Solutions International
@hduckworth
Wednesday, April 3, 13
2. MANAGING CEUs AND CFM® MAINTENANCE POINTS
You are eligible to receive Continuing Education Units and Certified Facility
Manager® maintenance points for attending sessions at IFMA's Facility Fusion.
To receive 20 CFM maintenance points:
Record your attendance on your CFM Recertification Worksheet.
At recertification time, submit your completed CFM Recertification Worksheet.
To receive CEUs:
Pay the processing fee when you register for the conference.
Visit the CEU kiosks at registration or log on to the CEU Manager http://
ceu.experient-inc.com/FFN131, and pass a five-question assessment developed
by the speaker. CEUs can only be earned upon successful completion of the
assessment. Your transcript will be emailed to you.
Individuals seeking CEUs or LUs from other organizations must contact those
organizations for instructions on self-reporting credit hours.
Wednesday, April 3, 13
3. Evaluate Sessions
Take Assessments & Log CEUs
(no more CEU codes)
Visit the registration kiosks
or go online at
http://ceu.experient-inc.com/FFN131
Wednesday, April 3, 13
10. Holly Duckworth, CAE, CMP
Speaker, Trainer & Volunteer:
∗ 2006 – 2007 MPI Chapter President
Wednesday, April 3, 13
11. Holly Duckworth, CAE, CMP
Speaker, Trainer & Volunteer:
∗ 2006 – 2007 MPI Chapter President
∗ 2007-2010 MPI Chapter Business Manager
Wednesday, April 3, 13
12. Holly Duckworth, CAE, CMP
Speaker, Trainer & Volunteer:
∗ 2006 – 2007 MPI Chapter President
∗ 2007-2010 MPI Chapter Business Manager
∗ 2010 Leadership Solutions International
Wednesday, April 3, 13
13. Holly Duckworth, CAE, CMP
Speaker, Trainer & Volunteer:
∗ 2006 – 2007 MPI Chapter President
∗ 2007-2010 MPI Chapter Business Manager
∗ 2010 Leadership Solutions International
∗ National Speakers Association
Wednesday, April 3, 13
14. Holly Duckworth, CAE, CMP
Speaker, Trainer & Volunteer:
∗ 2006 – 2007 MPI Chapter President
∗ 2007-2010 MPI Chapter Business Manager
∗ 2010 Leadership Solutions International
∗ National Speakers Association
∗ American Society of Association Executives
Wednesday, April 3, 13
15. Holly Duckworth, CAE, CMP
Speaker, Trainer & Volunteer:
∗ 2006 – 2007 MPI Chapter President
∗ 2007-2010 MPI Chapter Business Manager
∗ 2010 Leadership Solutions International
∗ National Speakers Association
∗ American Society of Association Executives
∗ Certified Association Executive
Wednesday, April 3, 13
18. Intentions for the Session
• Illustrate the importance and ease of using a strategic
plan as a common tool for all the chapters
Wednesday, April 3, 13
19. Intentions for the Session
• Illustrate the importance and ease of using a strategic
plan as a common tool for all the chapters
• Demonstrate with case studies organizations that are in
various stages of the strategic planning/activities
implementation process Find out what worked and what
did not.
Wednesday, April 3, 13
20. Intentions for the Session
• Illustrate the importance and ease of using a strategic
plan as a common tool for all the chapters
• Demonstrate with case studies organizations that are in
various stages of the strategic planning/activities
implementation process Find out what worked and what
did not.
• Review and assess steps to build the actions that will
make your chapters exceeded the needs of it’s
membership
Wednesday, April 3, 13
21. Intentions for the Session
• Illustrate the importance and ease of using a strategic
plan as a common tool for all the chapters
• Demonstrate with case studies organizations that are in
various stages of the strategic planning/activities
implementation process Find out what worked and what
did not.
• Review and assess steps to build the actions that will
make your chapters exceeded the needs of it’s
membership
• Build a dashboard for accountability and monthly record
keeping to attain your success
Wednesday, April 3, 13
22. Intentions for the Session
• Illustrate the importance and ease of using a strategic
plan as a common tool for all the chapters
• Demonstrate with case studies organizations that are in
various stages of the strategic planning/activities
implementation process Find out what worked and what
did not.
• Review and assess steps to build the actions that will
make your chapters exceeded the needs of it’s
membership
• Build a dashboard for accountability and monthly record
keeping to attain your success
• Drive success in your organization simply and easily using
6 practices of most successful chapter businesses
Wednesday, April 3, 13
23. Twitter
@hduckworth
www.Facebook/leadershipsolutionsinternational
www.leadershipsolutionsintl.com
Use
this
as
a
place
to
learn
and
grow.
Wednesday, April 3, 13
30. Questions to begin our Strategic Planning:
∗ What is the highest vision for this chapter business?
Wednesday, April 3, 13
31. Questions to begin our Strategic Planning:
∗ What is the highest vision for this chapter business?
∗ What does this chapter business in its highest form
look like, feel like and sound like?
Wednesday, April 3, 13
32. Questions to begin our Strategic Planning:
∗ What is the highest vision for this chapter business?
∗ What does this chapter business in its highest form
look like, feel like and sound like?
∗ What must I become so this chapter business vision
becomes a reality?
Wednesday, April 3, 13
33. Questions to begin our Strategic Planning:
∗ What is the highest vision for this chapter business?
∗ What does this chapter business in its highest form
look like, feel like and sound like?
∗ What must I become so this chapter business vision
becomes a reality?
∗ What must I let go of?
Wednesday, April 3, 13
34. Questions to begin our Strategic Planning:
∗ What is the highest vision for this chapter business?
∗ What does this chapter business in its highest form
look like, feel like and sound like?
∗ What must I become so this chapter business vision
becomes a reality?
∗ What must I let go of?
∗ What must I embrace to create this chapter
business?
Wednesday, April 3, 13
35. Questions to begin our Strategic Planning:
∗ What is the highest vision for this chapter business?
∗ What does this chapter business in its highest form
look like, feel like and sound like?
∗ What must I become so this chapter business vision
becomes a reality?
∗ What must I let go of?
∗ What must I embrace to create this chapter
business?
∗ What else should I know about this chapter
business?
Wednesday, April 3, 13
57. What should go on my strat plan
• Volunteer Recruitment
Wednesday, April 3, 13
58. What should go on my strat plan
• Volunteer Recruitment
• Membership Recruitment
Wednesday, April 3, 13
59. What should go on my strat plan
• Volunteer Recruitment
• Membership Recruitment
• Education programs
Wednesday, April 3, 13
60. What should go on my strat plan
• Volunteer Recruitment
• Membership Recruitment
• Education programs
• Mentor programs
Wednesday, April 3, 13
61. What should go on my strat plan
• Volunteer Recruitment
• Membership Recruitment
• Education programs
• Mentor programs
• Networking Events
Wednesday, April 3, 13
62. What should go on my strat plan
• Volunteer Recruitment
• Membership Recruitment
• Education programs
• Mentor programs
• Networking Events
• Fundraisers
Wednesday, April 3, 13
63. What should go on my strat plan
• Volunteer Recruitment
• Membership Recruitment
• Education programs
• Mentor programs
• Networking Events
• Fundraisers
Wednesday, April 3, 13
69. 6 Best Practices of Successful
Chapter Businesses
1.
Get
clear
on
YOUR
why
2.
Build
a
team
3.
Set
a
team
vision
4.
Know
your
governing
documents/bylaws
5.
Be
resilient
in
the
face
of
change
6.
Be
Grateful
43
Wednesday, April 3, 13
72. CTRL+ALT+Delete:
How
to
Reboot
Available
Early
2013
Releasing
control
in
your
associa@on,
Looking
at
alternate
strategies
&
Dele@ng
all
that
no
longer
serves
your
vision
to
become
more
efficient
and
effec@ve
Holly
Duckworth,
CAE,
CMP
Wednesday, April 3, 13