This document provides guidance on how to improve board meetings and the responsibilities of board members. It outlines four keys to a successful board: collaboration, consensus, transparency, and communication. It then lists challenges boards may face and recommendations for making meetings more meaningful and productive, such as setting expectations, having education/training, using an agenda, and giving the facilitator authority. The responsibilities of board members are also covered, such as attending all meetings, being prepared to make decisions, and supporting decisions once made. Overall, the document aims to assist components in having better run and more effective board meetings.
This document outlines a presentation about working with local collaboratives. It discusses defining terms, why collaboratives are important for collective impact and shifting problem-solving approaches. Two example mission statements are provided for collaboratives involving a college, school district, medical center and city. The agenda covers small and large group discussions on success factors, challenges and steps for collaboratives. Resources on building college-community partnerships and community organizations are also listed. The goals are to discuss strategies, steps and how to involve staff and students in collaboratives.
Would you like to learn how to create effective meeting invitation and build the agenda you might be interested in this video.
Would you like to learn more - please check out my course "How to be smart about leading the meeting to drive results" on Udemy. And make sure to take advantage of 90% off coupon by clicking the link below or using coupon STYTB90.
https://www.udemy.com/how-to-be-smart-about-leading-the-meeting-to-drive-results/?couponCode=STYTB90
Playing by the Rules: Creating an Effective Volunteer HandbookVolunteerMatch
When was the last time you reviewed your Volunteer Handbook or Policies and Procedures Manual? It's probably been too long. Learn how to create a living document that can help both paid and volunteer staff be better informed and know what is expected of them. A good Volunteer Handbook can also help you better identify and deal with challenging volunteers. Whether you're just starting to create a Handbook or if you're looking for best practices on information to include, this webinar will evaluate the Handbook you have and help you create a stronger framework for your volunteer engagement program.
Are you engaging volunteers with an eye to the future? Do you know what your volunteer program should look like in 3 or 5 years? Join us as we talk about the fundamentals for creating a strategic plan for volunteer engagement for your organizations. This webinar will include components that should be included as well as ideas for working with organization leaders to include strategic goals for volunteer engagement in your organization's overall strategic plan.
Engaging Pro Bono and Skills-Based VolunteersVolunteerMatch
This document discusses strategies for non-profits to effectively engage skilled pro bono volunteers. It notes that while volunteers can expand organizational capacity, there are also potential pitfalls if volunteers are not properly screened and integrated. The keys to success include clear communication, well-defined projects and positions, screening for fit, ongoing support of relationships, and evaluation. Resources from Taproot Foundation and Common Impact are recommended for designing impactful skills-based volunteer projects.
The document discusses the importance of effective transitioning for incoming student organization officers. It recommends developing long-term transition plans, sharing advice between outgoing and incoming officers, and creating a timeline of transition activities. Suggested transition methods include one-on-one meetings, group meetings, and written documentation. The goal is to maintain organizational consistency and improvement by fully preparing new officers.
This document outlines a presentation about working with local collaboratives. It discusses defining terms, why collaboratives are important for collective impact and shifting problem-solving approaches. Two example mission statements are provided for collaboratives involving a college, school district, medical center and city. The agenda covers small and large group discussions on success factors, challenges and steps for collaboratives. Resources on building college-community partnerships and community organizations are also listed. The goals are to discuss strategies, steps and how to involve staff and students in collaboratives.
Would you like to learn how to create effective meeting invitation and build the agenda you might be interested in this video.
Would you like to learn more - please check out my course "How to be smart about leading the meeting to drive results" on Udemy. And make sure to take advantage of 90% off coupon by clicking the link below or using coupon STYTB90.
https://www.udemy.com/how-to-be-smart-about-leading-the-meeting-to-drive-results/?couponCode=STYTB90
Playing by the Rules: Creating an Effective Volunteer HandbookVolunteerMatch
When was the last time you reviewed your Volunteer Handbook or Policies and Procedures Manual? It's probably been too long. Learn how to create a living document that can help both paid and volunteer staff be better informed and know what is expected of them. A good Volunteer Handbook can also help you better identify and deal with challenging volunteers. Whether you're just starting to create a Handbook or if you're looking for best practices on information to include, this webinar will evaluate the Handbook you have and help you create a stronger framework for your volunteer engagement program.
Are you engaging volunteers with an eye to the future? Do you know what your volunteer program should look like in 3 or 5 years? Join us as we talk about the fundamentals for creating a strategic plan for volunteer engagement for your organizations. This webinar will include components that should be included as well as ideas for working with organization leaders to include strategic goals for volunteer engagement in your organization's overall strategic plan.
Engaging Pro Bono and Skills-Based VolunteersVolunteerMatch
This document discusses strategies for non-profits to effectively engage skilled pro bono volunteers. It notes that while volunteers can expand organizational capacity, there are also potential pitfalls if volunteers are not properly screened and integrated. The keys to success include clear communication, well-defined projects and positions, screening for fit, ongoing support of relationships, and evaluation. Resources from Taproot Foundation and Common Impact are recommended for designing impactful skills-based volunteer projects.
The document discusses the importance of effective transitioning for incoming student organization officers. It recommends developing long-term transition plans, sharing advice between outgoing and incoming officers, and creating a timeline of transition activities. Suggested transition methods include one-on-one meetings, group meetings, and written documentation. The goal is to maintain organizational consistency and improvement by fully preparing new officers.
This document provides guidance for writing successful chapter reports for Future Business Leaders of America (FBLA) competitions. It outlines the common requirements for all event reports, including being bound, not exceeding 30 pages, and including 2 copies. Four specific event types are described: the Local Chapter Annual Business Report, American Enterprise Project, Community Service Project, and Partnership with Business Project. For each, the document provides an overview and indicates the relevant national guidelines. It emphasizes being original, brainstorming ideas, and tailoring presentations to the specific event ratings sheets. Deadlines and length limits are also stated. In summary, the document offers reporting templates and advice for FBLA chapter events.
Empowering Your Community: Do’s and Don’ts of Service-Learning PartnershipsIowa Campus Compact
This preconference session will take participants through the “must haves” and “Don’t Do’s” of community partners and collaborations. This session will provide participants with the key characteristics of high performance community collaborations. Topics include: Key characteristics in high-performance partnerships; Coordinating community needs to the academic curricula; Identifying and meeting real community needs; Providing properly structured refl ection time; Genuine community reciprocity; Diversity: breaking stereotypes for partners and students; Proper prior planning; Meaningful service; Issue orientation for students; Community partner voice; Collaboration options; Nurturing partnerships and collaborations; The importance of communication; and Assessing and evaluating collaborations. There will be several activities to help participants identify their partnership needs, identify best practices and form a plan for their partnerships.
Nicholas Holton
Associate Dean
Kirtland Community College
What’s ethics got to do with this? Ethics and Decision Making in Volunteer En...VolunteerMatch
As leaders of volunteer engagement we’re often asked to make difficult decisions. How do we know if the decisions we’re making are the right ones? When you’re in this type of dilemma how do you intervene or lead? In this highly interactive workshop we’ll explore how ethics guide the work we do leading and engaging volunteers, and we’ll practice using ethical decision making. Attendees will leave with a worksheet to help introduce and use ethical decision making in their organization.
This document provides tips and guidance for chairs of leadership councils on how to promote inclusion and leadership from all members. It emphasizes the importance of getting to know council members, understanding their skills, interests and communication styles. This information can be used to match members to the most appropriate committees and roles. It also stresses preparing members for meetings, ensuring all have opportunities to actively participate and contribute, and avoiding "tokenism" where some members are included in name only.
The Public Achievement Model As a Useful Tool to Foster Community/University ...Iowa Campus Compact
The document summarizes Donald Mowry's presentation on using the Public Achievement model to foster civic engagement. It discusses challenges like "wicked problems", lack of political will, and declining civic problem-solving skills. The Public Achievement model teaches citizens how to do "public work" through skills like interviews, mapping power/interests, and creating civic action teams. It has led to successes in Eau Claire like supporting a homeless shelter. Challenges include limited funding and citizens' diminished civic skills. The presentation promotes using civic engagement strategies like Clear Vision to empower citizens to work on community issues.
This document is a presentation on authentic leadership given by Stan Garfield on March 12, 2008. It discusses the attributes of authentic leaders, such as establishing core values and principles, communicating an inspiring vision, and empowering others through listening and support. Authentic leaders are described as treating others with respect, honesty, and fairness. Examples of authentic leaders in various fields are provided, including business, politics, sports, and military. The document emphasizes the importance of knowing oneself, acting with integrity, treating people well, communicating openly, sharing knowledge, and making a positive difference.
They Won't Pay Attention to Me! - Making the Most of Your Meetings Through Fa...Bonner Foundation
The document discusses techniques for effective facilitation. It will cover introductions, the role of a facilitator in encouraging participation and maintaining focus, and Liberating Structures, a framework for changing how groups work together. Specific techniques that will be introduced include ground rules for participation, pairing participants to share backgrounds and experiences with facilitation, and using Liberating Structures to quickly change group dynamics. Resources on facilitation techniques can be found on the Bonner Wiki.
The document outlines the real job of a chapter leader for a student organization. The job involves:
1. Acting as a liaison between the chapter and executive board by communicating updates and information through formal weekly calls and informal methods like email.
2. Supporting and leading the executive board and committee members by providing resources and feedback to help them succeed, rather than completing all tasks personally.
3. Setting and achieving goals by establishing priorities and communicating plans to reach milestones.
Diving Deep: Growing the Field of Civic Engagement Practitioner-ScholarsIowa Campus Compact
This session will be an engaging conversation for current and future civic engagement practitioners, practitioner-scholars, and those who support their work. Attendees will be among the first to review and utilize a new publication resource guiding professional development and career advancement for professionals. Attendees will engage in a conversation with a panel about this publication. The discussion will focus on a framework for understanding the competencies needed in the role of community service-learning professional. The session will review four categories, as outlined in the publication: Organizational Manager, Institutional Strategic Leader, Field Contributor, and Community Innovator. In the first half of the session, a panel of practitioners who helped to develop the framework and publication will reflect on their experiences and engage attendees in a discussion of challenges and lessons learned. The second half of the session will allow attendees to utilize this framework in order to think about and plan for their own professional development and the position of their work in the institution and community. Facilitators will lead a process of personal inventory and allow time for discussion and planning of development opportunities for field and career advancement.
Emily Shields
Executive Director
Iowa Campus Compact
Mandi McReynolds
Director of Community Engagement and Service Learning
Drake University
Waving Our Magic Wands: Harnessing the Power of Design ThinkingIowa Campus Compact
Design thinking is a method of problem solving with innovation and creativity. In this workshop you will learn how the design thinking process can be applied to your community engagement work. This methodology provides a transformative process for unifying and inspiring all partners to more innovative outcomes.
Lisa Bates
Lecturer and Extension Specialist
Department of Interior Design
Iowa State University
Susan Erickson
Program Coordinator
Community and Economic Development Extension and Outreach
Iowa State University
2014 Student Orientation for Apprenticeships in Science and Engineering (ASE)...Julia Soto
The document provides information about the 2014 Student Orientation for the ASE (Academic Science Experience) internship program. It includes expectations for interns, mentors, monitors and parents. It also outlines the orientation agenda, program overview, participant expectations, and support available from ASE staff. Interns are expected to complete 296 hours by August 31st and participate in required activities like conferences. The goal of the program is to provide real-world research and job experiences to students.
How to Build Your Personal Digital BrandStan Garfield
The document provides guidance on building a personal digital brand in 10 steps: 1) assess your expertise, 2) expand your network through social media engagement, and 3) consistently provide valuable content across multiple channels. It outlines 5Cs for an effective personal brand strategy, including curating quality content and communicating through established channels. The document also lists daily themes and tools that can be used to engage audiences and strengthen an individual's personal digital brand over time.
This document provides advice for leveraging community service experience to land a job. It outlines that community service experience is valued by employers as it develops important soft skills. The document then provides tips for emphasizing community service on a resume, including using power phrases and the STAR method to highlight accomplishments. It also recommends using LinkedIn to expand one's professional network. Further, it offers interview preparation advice, such as dressing professionally and having questions prepared. The document stresses leveraging internships through networking and seeking feedback. It concludes by introducing the organization that published the document and some of its internship programs.
The document discusses teachers' perspectives on meetings, both traditional meetings and current meetings. Traditionally, meetings were held after school at the school, with the time, place and content determined by supervisors. People were reluctant to ask questions during meetings for fear of disapproval. Nowadays, questionnaires show teachers are more willing to participate in meetings compared to traditional ones. Efforts are made to develop non-status leadership and encourage free discussion and broad participation among members.
-Do you want to enhance your own leadership skills as a volunteer leader?
-Do you want to provide tips for leaders who manage other volunteers?
Being a leader and managing others requires an effective set of skills and experience. When neither the leader nor the team members are paid, it can present some unique challenges that require a different understanding. Explore secrets and the lessons learned from a seasoned volunteer leader to help you develop effective leaders who manage other volunteers.
A good chairman must possess leadership skills to guide the school board effectively. They should be able to control meetings, deal with different opinions diplomatically, and communicate school matters articulately. Additionally, the chairman represents the collective board and ensures meetings are conducted properly, with all members informed and issues brought to closure in a timely manner. Above all, the chairman must lead the board in a singular direction to promote excellence in education.
Faith-Based Community Collaborative Visual Narrative 5-15juanbtoribio
The collaborative meeting discussed establishing internship and professional development opportunities for students as a focus. Members agreed that defining commitments around respect, transparency, and contributing resources would help the collaborative be more than just a monthly meeting. A workgroup of 5 members including Richard and representatives from Nyack College and CCFY volunteered to further define the collaborative's focus on internships and prepare for the next meeting in September.
Slides to a two day workshop about hosting meetings and large events for communities and organisations. It\'s aimed at participant participation , experience and dialogue orientated.
Leveraging the Consultant Planner - Presentationbakers84
Presentation for the 2018 BYU Conference on Family History and Genealogy. Intended to help LDS family history and temple consultants learn the basics of how to use the Consultant Planner to gain insights into others' families to make consultant visits more meaningful.
2015 asae cr virtual roundtable how to leverage components with grassroots ef...Trevor S. Mitchell, CAE
This document discusses how organizations can leverage components, or local chapters, to support grassroots efforts and engage members. It recommends that organizations first integrate components into their overall strategy by defining the goals and purpose of the components. Organizations should then provide leadership training, clear calls to action, and track data to measure engagement at both the component and organizational levels. By starting small and focusing on measurable outcomes, components can strengthen engagement through peer-to-peer connections across different levels from local to industry.
The document discusses how associations can leverage their components (e.g. chapters) to grow membership. It recommends that associations clearly define components, understand their goals and data, and collaborate with them on recruitment and retention campaigns. An example case study showed that when one association collaborated with its chapters on campaigns, chapter membership grew 18% year-over-year and terminations without chapters increased only 3%, showing that chapters are a strong membership growth channel. The key is to start small, measure success, and refine strategies over time.
This document provides guidance for writing successful chapter reports for Future Business Leaders of America (FBLA) competitions. It outlines the common requirements for all event reports, including being bound, not exceeding 30 pages, and including 2 copies. Four specific event types are described: the Local Chapter Annual Business Report, American Enterprise Project, Community Service Project, and Partnership with Business Project. For each, the document provides an overview and indicates the relevant national guidelines. It emphasizes being original, brainstorming ideas, and tailoring presentations to the specific event ratings sheets. Deadlines and length limits are also stated. In summary, the document offers reporting templates and advice for FBLA chapter events.
Empowering Your Community: Do’s and Don’ts of Service-Learning PartnershipsIowa Campus Compact
This preconference session will take participants through the “must haves” and “Don’t Do’s” of community partners and collaborations. This session will provide participants with the key characteristics of high performance community collaborations. Topics include: Key characteristics in high-performance partnerships; Coordinating community needs to the academic curricula; Identifying and meeting real community needs; Providing properly structured refl ection time; Genuine community reciprocity; Diversity: breaking stereotypes for partners and students; Proper prior planning; Meaningful service; Issue orientation for students; Community partner voice; Collaboration options; Nurturing partnerships and collaborations; The importance of communication; and Assessing and evaluating collaborations. There will be several activities to help participants identify their partnership needs, identify best practices and form a plan for their partnerships.
Nicholas Holton
Associate Dean
Kirtland Community College
What’s ethics got to do with this? Ethics and Decision Making in Volunteer En...VolunteerMatch
As leaders of volunteer engagement we’re often asked to make difficult decisions. How do we know if the decisions we’re making are the right ones? When you’re in this type of dilemma how do you intervene or lead? In this highly interactive workshop we’ll explore how ethics guide the work we do leading and engaging volunteers, and we’ll practice using ethical decision making. Attendees will leave with a worksheet to help introduce and use ethical decision making in their organization.
This document provides tips and guidance for chairs of leadership councils on how to promote inclusion and leadership from all members. It emphasizes the importance of getting to know council members, understanding their skills, interests and communication styles. This information can be used to match members to the most appropriate committees and roles. It also stresses preparing members for meetings, ensuring all have opportunities to actively participate and contribute, and avoiding "tokenism" where some members are included in name only.
The Public Achievement Model As a Useful Tool to Foster Community/University ...Iowa Campus Compact
The document summarizes Donald Mowry's presentation on using the Public Achievement model to foster civic engagement. It discusses challenges like "wicked problems", lack of political will, and declining civic problem-solving skills. The Public Achievement model teaches citizens how to do "public work" through skills like interviews, mapping power/interests, and creating civic action teams. It has led to successes in Eau Claire like supporting a homeless shelter. Challenges include limited funding and citizens' diminished civic skills. The presentation promotes using civic engagement strategies like Clear Vision to empower citizens to work on community issues.
This document is a presentation on authentic leadership given by Stan Garfield on March 12, 2008. It discusses the attributes of authentic leaders, such as establishing core values and principles, communicating an inspiring vision, and empowering others through listening and support. Authentic leaders are described as treating others with respect, honesty, and fairness. Examples of authentic leaders in various fields are provided, including business, politics, sports, and military. The document emphasizes the importance of knowing oneself, acting with integrity, treating people well, communicating openly, sharing knowledge, and making a positive difference.
They Won't Pay Attention to Me! - Making the Most of Your Meetings Through Fa...Bonner Foundation
The document discusses techniques for effective facilitation. It will cover introductions, the role of a facilitator in encouraging participation and maintaining focus, and Liberating Structures, a framework for changing how groups work together. Specific techniques that will be introduced include ground rules for participation, pairing participants to share backgrounds and experiences with facilitation, and using Liberating Structures to quickly change group dynamics. Resources on facilitation techniques can be found on the Bonner Wiki.
The document outlines the real job of a chapter leader for a student organization. The job involves:
1. Acting as a liaison between the chapter and executive board by communicating updates and information through formal weekly calls and informal methods like email.
2. Supporting and leading the executive board and committee members by providing resources and feedback to help them succeed, rather than completing all tasks personally.
3. Setting and achieving goals by establishing priorities and communicating plans to reach milestones.
Diving Deep: Growing the Field of Civic Engagement Practitioner-ScholarsIowa Campus Compact
This session will be an engaging conversation for current and future civic engagement practitioners, practitioner-scholars, and those who support their work. Attendees will be among the first to review and utilize a new publication resource guiding professional development and career advancement for professionals. Attendees will engage in a conversation with a panel about this publication. The discussion will focus on a framework for understanding the competencies needed in the role of community service-learning professional. The session will review four categories, as outlined in the publication: Organizational Manager, Institutional Strategic Leader, Field Contributor, and Community Innovator. In the first half of the session, a panel of practitioners who helped to develop the framework and publication will reflect on their experiences and engage attendees in a discussion of challenges and lessons learned. The second half of the session will allow attendees to utilize this framework in order to think about and plan for their own professional development and the position of their work in the institution and community. Facilitators will lead a process of personal inventory and allow time for discussion and planning of development opportunities for field and career advancement.
Emily Shields
Executive Director
Iowa Campus Compact
Mandi McReynolds
Director of Community Engagement and Service Learning
Drake University
Waving Our Magic Wands: Harnessing the Power of Design ThinkingIowa Campus Compact
Design thinking is a method of problem solving with innovation and creativity. In this workshop you will learn how the design thinking process can be applied to your community engagement work. This methodology provides a transformative process for unifying and inspiring all partners to more innovative outcomes.
Lisa Bates
Lecturer and Extension Specialist
Department of Interior Design
Iowa State University
Susan Erickson
Program Coordinator
Community and Economic Development Extension and Outreach
Iowa State University
2014 Student Orientation for Apprenticeships in Science and Engineering (ASE)...Julia Soto
The document provides information about the 2014 Student Orientation for the ASE (Academic Science Experience) internship program. It includes expectations for interns, mentors, monitors and parents. It also outlines the orientation agenda, program overview, participant expectations, and support available from ASE staff. Interns are expected to complete 296 hours by August 31st and participate in required activities like conferences. The goal of the program is to provide real-world research and job experiences to students.
How to Build Your Personal Digital BrandStan Garfield
The document provides guidance on building a personal digital brand in 10 steps: 1) assess your expertise, 2) expand your network through social media engagement, and 3) consistently provide valuable content across multiple channels. It outlines 5Cs for an effective personal brand strategy, including curating quality content and communicating through established channels. The document also lists daily themes and tools that can be used to engage audiences and strengthen an individual's personal digital brand over time.
This document provides advice for leveraging community service experience to land a job. It outlines that community service experience is valued by employers as it develops important soft skills. The document then provides tips for emphasizing community service on a resume, including using power phrases and the STAR method to highlight accomplishments. It also recommends using LinkedIn to expand one's professional network. Further, it offers interview preparation advice, such as dressing professionally and having questions prepared. The document stresses leveraging internships through networking and seeking feedback. It concludes by introducing the organization that published the document and some of its internship programs.
The document discusses teachers' perspectives on meetings, both traditional meetings and current meetings. Traditionally, meetings were held after school at the school, with the time, place and content determined by supervisors. People were reluctant to ask questions during meetings for fear of disapproval. Nowadays, questionnaires show teachers are more willing to participate in meetings compared to traditional ones. Efforts are made to develop non-status leadership and encourage free discussion and broad participation among members.
-Do you want to enhance your own leadership skills as a volunteer leader?
-Do you want to provide tips for leaders who manage other volunteers?
Being a leader and managing others requires an effective set of skills and experience. When neither the leader nor the team members are paid, it can present some unique challenges that require a different understanding. Explore secrets and the lessons learned from a seasoned volunteer leader to help you develop effective leaders who manage other volunteers.
A good chairman must possess leadership skills to guide the school board effectively. They should be able to control meetings, deal with different opinions diplomatically, and communicate school matters articulately. Additionally, the chairman represents the collective board and ensures meetings are conducted properly, with all members informed and issues brought to closure in a timely manner. Above all, the chairman must lead the board in a singular direction to promote excellence in education.
Faith-Based Community Collaborative Visual Narrative 5-15juanbtoribio
The collaborative meeting discussed establishing internship and professional development opportunities for students as a focus. Members agreed that defining commitments around respect, transparency, and contributing resources would help the collaborative be more than just a monthly meeting. A workgroup of 5 members including Richard and representatives from Nyack College and CCFY volunteered to further define the collaborative's focus on internships and prepare for the next meeting in September.
Slides to a two day workshop about hosting meetings and large events for communities and organisations. It\'s aimed at participant participation , experience and dialogue orientated.
Leveraging the Consultant Planner - Presentationbakers84
Presentation for the 2018 BYU Conference on Family History and Genealogy. Intended to help LDS family history and temple consultants learn the basics of how to use the Consultant Planner to gain insights into others' families to make consultant visits more meaningful.
2015 asae cr virtual roundtable how to leverage components with grassroots ef...Trevor S. Mitchell, CAE
This document discusses how organizations can leverage components, or local chapters, to support grassroots efforts and engage members. It recommends that organizations first integrate components into their overall strategy by defining the goals and purpose of the components. Organizations should then provide leadership training, clear calls to action, and track data to measure engagement at both the component and organizational levels. By starting small and focusing on measurable outcomes, components can strengthen engagement through peer-to-peer connections across different levels from local to industry.
The document discusses how associations can leverage their components (e.g. chapters) to grow membership. It recommends that associations clearly define components, understand their goals and data, and collaborate with them on recruitment and retention campaigns. An example case study showed that when one association collaborated with its chapters on campaigns, chapter membership grew 18% year-over-year and terminations without chapters increased only 3%, showing that chapters are a strong membership growth channel. The key is to start small, measure success, and refine strategies over time.
The document outlines an organization's approach to creating a scoring matrix to measure member engagement levels based on activities like membership type, education, leadership roles, and other involvement. It discusses gathering information on existing engagement tracking, prioritizing the project, testing a scoring system, and plans to roll out Phase 1 and begin Phase 2. It emphasizes defining engagement clearly and concludes by soliciting any remaining questions.
This document summarizes a presentation on moving social media strategies beyond basic "how-to" approaches. It discusses common roadblocks organizations face such as internal silos, unclear purpose, inconsistent messaging, and inability to track results. It then addresses overcoming these roadblocks through strategic planning, getting different departments to collaborate, and establishing clear goals and metrics for social media. Finally, it discusses keeping strategies fresh by staying aware of changing trends in social media platforms and technologies.
This document summarizes emerging issues for associations discussed at a presentation. The main points are:
1) Associations must adapt to changing expectations and look at everything differently due to new realities like forced changes, different member expectations, and creating meaningful value.
2) External trends like humanization, responsible consumption, and collaborative culture are impacting associations. Technology is also shifting roles from support to collaboration and requiring management of internal and customer-facing systems.
3) Associations can operate virtually without physical offices by leveraging technologies like cloud services, video conferencing, and mobile devices. This provides flexibility but also challenges with perceptions and infrastructure.
Trevor Mitchell discusses trends and best practices for associations. Recent trends include a focus on relevance and the changing nature of membership. Current trends center around engaging members through value and combining meetings with education. Future trends involve the increasing roles of social media, generational issues, global considerations, and technology in shaping member expectations and operations. Mitchell addresses how associations can adjust to these changes.
Trevor Mitchell has 9 years of experience as an association professional and 8 years as an ASAE member. He is also a member of allied societies for 9 years. Mitchell has volunteered at many levels in his profession and has been recognized in various publications and industry awards. He is currently the Director of Membership & Strategy at American Mensa.
The document discusses the future of relationships between professional associations and their component organizations. It identifies several environmental factors impacting associations, such as globalization, technology, and increased competition. It poses strategic questions about who members will be, where they will be located, and what components will become. The principal challenges for associations are changing culture, developing new business models, obtaining resources, and cultivating volunteer leadership. Seven key success factors are engagement, communication, meaningful programs, recognizing when to sunset components, strategic planning partnerships with components. The document calls for building the future of associations and their component relations.
The document summarizes a presentation given by Lowell Aplebaum and Trevor Mitchell on becoming a volunteer consultant. It discusses training provided on best practices, conflict resolution, negotiation, and active listening. It also presents four scenarios that volunteer consultants may face involving a difficult but dedicated volunteer, a disgruntled member who did not get a leadership role, receiving a report of sexual harassment from a volunteer leader, and an audience choice scenario. Contact information is provided for Lowell Aplebaum and Trevor Mitchell to answer any additional questions.
The document discusses the evolution of IT and its increasing importance and connection to business strategy in associations. IT now encompasses areas like online presence, data management, infrastructure, and technology governance. While IT and business operations used to be separate, today they are highly integrated. For those outside of IT, it is important to understand one's role in collaborating with IT on decisions around new systems, upgrades, training, and how IT supports organizational strategy. Effective collaboration, with strategy driving technology needs, is key to achieving success.
The document provides contact information for four speakers at an event called "Ideas Into Action: Lessons Learned Hitting Home" taking place on Sunday, March 8. It lists the names, titles, organizations, email addresses, phone numbers, and Twitter handles for each of the speakers.
This document discusses hidden keys to success for associations. It identifies operational efficiency, organizational culture, project management, communication, and customer support as important factors. Operational efficiency involves leveraging technology, streamlining processes and meetings. Organizational culture focuses on staff, board and member interactions and comfort with change. Project management requires clear roles, timelines and accountability. Communication considers internal and external stakeholders. Customer support plans for long-term support of projects and customers. The document encourages associations to focus on these areas to better achieve their goals and define success.
Are you tired of generations being used to identify and target members? Are you looking for ways to better address your member needs to increase retention and engagement? This session looks at how one organization has changed their philosophy on membership to increase engagement based off of looking at their Life Milestones instead of Generations. Explore how this was accomplished and how you can make similar adjustments in your own organization.
The document discusses leadership lessons that can be learned from watching television. Some key lessons include how characters on shows demonstrate both good and bad leadership traits and behaviors, as well as how certain situations are resolved which provide examples of leadership strategies to follow or avoid. Viewers can gain insights into effective communication, decision making, managing people, and other important leadership skills by observing characters on popular television shows.
This document discusses the building blocks of successful components and metrics for measuring success. It outlines core areas like governance, membership, and communication that components should focus on. It also discusses comparing components, the role of the component and lead association, and how to measure success through member satisfaction, governance practices, and financial stability. The document then covers the evolution of metrics for components, providing examples that range from simple metrics like member growth to more complex metrics like lifetime member value. It introduces a maturity model for components to track their progress. Finally, it discusses using this information to identify goals and metrics, plan strategies, and move components forward in a sustainable way over time.
This document summarizes an event about emerging issues for associations. It discusses how associations now have to manage two sets of systems - their internal infrastructure and customer experience. It also explores how the nature of content development and information sharing has changed, with trends like co-creation. The document stresses that associations must keep their finger on the pulse of trends to budget, staff and plan infrastructure appropriately in order to remain relevant in today's changing environment.
2012 arma chapte training building a highly effective, engaged and productive...Trevor S. Mitchell, CAE
This document provides guidance on building an effective board for an organization. It discusses board responsibilities like compliance, goal setting, and financial oversight. It emphasizes establishing chapter priorities, having meaningful meetings, and engaging volunteers. Board members should be prepared, make informed decisions, and support board decisions once made. The document also discusses recruiting, orienting, motivating, rewarding, and evaluating volunteer leaders to help with succession planning and prevent burnout. Overall it provides best practices for ensuring an productive, engaged board and volunteers.
This document provides an overview of global issues and how they influence US policy and regulations. It discusses international associations and the importance of understanding global developments. Specific topics that were covered include the election of the new European Commission and Parliament, transparency in lobbying, the EU's climate and energy package, association reforms in China, and trade deals like TTIP. Case studies on issues like food safety and renewable energy integration were also proposed for discussion. Contact information was provided for follow up.
The document discusses key performance indicators (KPIs) in action through various case studies. It begins with introductions from representatives from American Mensa, Global Cold Chain Alliance, and Marketing General Inc. The American Mensa case study examines organizational KPIs and how they track goals and metrics at multiple levels of the organization. The Global Cold Chain Alliance case study looks at using KPIs to improve membership recruitment and retention. The Marketing General Inc. case study presents a renewal likelihood model to identify engagement behaviors that most impact member renewal.
A committee can be an effective working group for an organization if it has:
1) A clear written purpose that is aligned with the organization's goals and objectives.
2) A committee chair that is chosen based on their leadership skills and ability to effectively lead the group.
3) Members that are strategically chosen to match the needs of the committee with their skills and interests. Selecting members helps develop new leaders for the organization.
4) Efficiently run meetings that have a focused agenda and allow all members to contribute to moving the group's work forward.
This is one of a series of training and capacity building training we have received at the Federal Ministry of health in Sudan and were used with permission at the National Leaders' Development Program that was developed and delivered by the Arab Certificate Students' Association (ACSA) in collaboration with Ahfad University for Women between 2004-2006
This document provides tips for effective meeting skills, including how to manage time, facilitate meetings, use agendas, evaluate meetings, and follow up on decisions. It discusses planning meetings by setting objectives, providing agendas beforehand, assigning preparation and action items, and examining the meeting process. Different types of meetings like problem-solving, informational, and brainstorming meetings are outlined. Time management tips for starting and finishing on time are provided. The document concludes with tips for improving meetings through evaluation, feedback, problem solving, and establishing ground rules.
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3) Tips for planning and facilitating effective meetings, such as establishing ground rules, encouraging participation, and summarizing discussions. The document outlines steps a facilitator should take during a meeting.
The document outlines the objectives and deliverables for a mentoring program. It discusses establishing a mentoring relationship that is voluntary and based on accountability, partnership, and developing the mentee's career. It provides questions for initial meetings between the mentor and mentee to understand goals and challenges. It also describes the phases of the mentoring relationship from developing rapport to increasing independence. The document establishes the framework, timeline, and phases of the mentoring program to guide the mentee from dependency to empowerment.
The document provides guidance for startup founders and CEOs in preparing for and conducting effective board meetings. It recommends including an agenda, attendance list, board package with key business updates and metrics, discussion of challenges, and requests for board feedback and approval of decisions. The goal is to have open and honest two-way discussions to support the company's progress, while respecting the board members' role in providing oversight and accountability.
Meetings serve several purposes, such as coordinating activities, reporting, discussing problems, generating ideas, and arriving at consensus. There are various types of meetings including annual general meetings, board meetings, committee meetings, departmental meetings, and staff meetings. Effective meetings require proper planning which includes determining the purpose, inviting appropriate attendees, choosing an appropriate time and location, establishing an agenda, and assigning someone to take minutes.
Meetings serve several purposes such as sharing information, making decisions, and reviewing performance. There are different types of meetings like annual general meetings, board meetings, committee meetings, and staff meetings. It is important to properly plan meetings by determining the objective, inviting the appropriate attendees, choosing a suitable time and location, creating an agenda, and assigning someone to take minutes. Meetings should have clear guidelines to make them effective.
Whether you're a meeting leader or participant, learn best practices for preparing for a meeting, facilitating and engaging in the conversation, capturing the conversation in meeting notes, and managing the meeting follow-through. This presentation was originally run as a workshop at the 2016 Weapons of Mass Creation event.
Manage to lead - board development and operations v2IntelliVen
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This document discusses various aspects of business meetings, including:
- Types of meetings like formal meetings (annual general meetings, statutory meetings, board meetings) and informal meetings (management, departmental, working parties).
- Key meeting elements like notices, agendas, and the chairman's responsibilities in managing the agenda.
- Taking and documenting meeting minutes, which provide an accurate written record of discussions for both attendees and non-attendees.
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Making the Most of Your Board Webinar Series, Session Two: Best Practices for...GuideStar
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A very quick and practical guide on how to prepare for, run and follow up with your meetings. This is designed to be a lecture for business communication class. Yet it is very hands on and it can be used as a training session as well.
Managing Meaningful Meetings. Meetings are part and parcel of modern day work. However, meaningful meetings are a rare occurrence. This presentation provides insights into Meaningful meetings.
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Similar to 2012 asae cr virtual round table assisting components with better board meetings (20)
The document discusses readying members for digital adoption and digital transformation. It emphasizes taking a member-focused lens to understand member needs and expectations. A successful digital strategy should drive maturity, have clear objectives, build skills, and view risk as normal. Technologies discussed that could enhance the member experience include wearables, augmented reality, location services, and augmented intelligence. Barriers to member adoption include high competition, ineffective onboarding, and lack of support. The document concludes that change is already happening and digital transformation should be grounded in serving members.
This document provides an overview of project management for those new to the topic. It discusses that project management is about leadership and navigating various stakeholder perspectives to meet goals on time and budget. The author emphasizes understanding requirements, managing risks, communicating expectations, and learning from mistakes. Resources like software and books are recommended to help readers develop their project management skills.
The document outlines the agenda for the 2015 ASAE Leadership Retreat, including introductions, discussions on integrating diversity and inclusion into work plans, sharing best practices for volunteer leadership preparation, and announcements before breaking for lunch.
The document outlines the agenda for a meeting including expectations to better understand processes, setting expectations, and clearing up confusion. It also discusses the company's technology roadmap and strategy, the project list, IT support guidelines assigning points of contact, and setting next steps for regular updates on frequency and delivery method to improve collaboration.
This document provides an overview of parliamentary procedure and guidelines for leading effective meetings. It discusses the importance of using parliamentary procedure to structure meetings and ensure members' rights. Key elements that make meetings effective include starting on time, having an agenda and order of business. Common motions that may be used in meetings are also outlined, such as main motions to introduce business, amendments to modify motions, and points of order. Examples are provided to demonstrate how motions work in different scenarios.
This document summarizes a presentation about building global components of associations. It discusses different models for global components, including strategic alliances between organizations, international affiliates, international chapters, and virtual components. It also addresses challenges with including international volunteers and forecasting the future of global components, noting considerations like separate incorporation, taxation, intellectual property rights, and dissolution. The contact information is provided for three speakers on the topic.
The document discusses best practices for chapter development within larger parent organizations, including establishing positive relationships between chapters and the parent organization, defining governance structures and geographic boundaries, collecting dues, facilitating communication, and developing leadership at both the chapter and parent levels. Panelists from the American Institute of Architects Kansas City Chapter and ARMA International shared their experiences with chapter development.
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
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4. Four Keys of a Successful Board
• Collaboration
• Consensus
• Transparency
• Communication
5. Challenges to a Board
• Increased fraud and abuse
• Increasing demands from members, donors
and funding sources
• Increased challenge in finding and mentoring
new volunteer leaders
• Lack of resources and support
7. Meaningful and productive
board meetings – as a board
• Set expectation at the beginning of every meeting
• Periodically discuss how meetings are going and
what can be improved.
• Have education/training at each meeting
• Use an agenda. Table unrelated topics
• Start and end on time
• Share responsibilities by having a facilitator, note
take, & time keeper.
• Give the facilitator permission to mange meeting
behavior
8. Meaningful and productive
board meetings – board member
• Take all phone calls and send all email & text
message outside.
• Don’t side talk.
• One person talks at a time.
• Be succinct. Express your point of view and
then let others speaks.
• Be open to new ideas and ways of doing
things.
9. Use Time Wisely
10%
40%
10%
40%
Reports & Updates
Seeking decisions and
action items
Board-obligated items
Environmental scanning
and strateigc discussion
Associations Now/The Volunteer Issue January 2012
10. Creating an Un-boring Boardroom
• Ask people why the join a board?
• Not all people care that it’s fun
• If you’re boring them, they aren’t there.
• Keys to success:
– Time is well spent
– Balance
– Fun needs purpose
11. Meeting Icebreakers
• Begin by breaking bread
• Give kudos for good work
• Open up with an open-ended question
• Start with a “seven by seven” briefing
Associations Now/The Volunteer Issue January 2012
14. Responsibilities of the Board Member
• Attend all component meetings and events
• Know the component’s goals, programs and services
• Be educated and prepared when making Board
decisions
• Suggest and encourage potential component leaders
• Act in best interest of the component
• Disclose other interests and avoid conflict
• Maintain organization information and confidence
15. Make Informed Decisions
• Be prepared for Board meetings
– Read agenda submissions carefully
– Write initial questions prior to meeting
• Research and obtain necessary information prior
to the meeting
• Be sure to discuss the issue from both view
points
• Take proper minutes at Board meetings
16. Support Decisions
• Once the Board makes a decision, support the
decision
• DO NOT deride the decision to the members
• Show a unified front – there is no “I” in “Board”!
• The Board is ultimately responsible for the
Component
17. Become a Better Board Member
Today
1. Educate yourself on both your industry &
association.
2. Do your homework before meetings
3. Be an engaged listener
4. Have an open mind.
5. Learn and use facilitation skills
6. Respect the board’s time
7. Respect board decisions and be a full participant
8. Lead change and don’t resist it.
9. Challenge yourself and grow as a leader.
Associations Now/The Volunteer Issue January 2011
Today we’re going to talk about how to assist components with better board meetings. Introductions!
This session is going to flow by looking at the following areas:
Meaningful board meetings – how to ensure that the time that board members spend is used productively
Board member responsibilities – after understanding what the board’s responsibilities, how your individual role that you were elected/appointed to plays into that bigger picture.
Speaking of culture – these are just a few of the unwritten items that the Board seems to value – to give you a leg up!
Collaboration is key to using all of our talents & resources. We have many stakeholders and we’ll talk more about that today
Consensus is what we strive for among the Board. It doesn’t mean that we always reach 100% agreement – but we work towards consensus
Transparency – allows everyone to see and understand the actions that the board is taking. This should be done with your members – with each other (board members) – and between chapter and region/HQ. It’s important to know that not every action/decision can be done in transparency (member discipline proceedings, etc.) but every effort should be made to communicate to everyone once the decision is done.
Communication continues to be valued and necessary and it is something that we all must take seriously
There are surely more, and as the session goes on - feel free to share those too.
We’ve talked about a few keys to a board so now lets focus on what are some challenges that face our boards.
Increased fraud and abuse – (cc/debit cards, checking accounts & statements, membership roster usage)
Increasing demands from members, donors and funding sources – (economy, more info)
Increased challenge in finding and mentoring new volunteer leaders
Lack of resources and support
Many times component board members get focused on their own ideas and plans for the chapter that they forget why they are there in the first place. Components needs to be reminded from time to time that they are there to serve the members and should be making decisions for the membership as a whole.
We all have a lot of things on our plates (work, family, volunteer, etc.) that take time. It’s important that when you have meetings that they are meaningful and productive. Ensuring that members know that their time will be well spent will aid in happier and egnaged board members. Some ways to do that are.
Set expectation at the beginning of every meeting
Periodically discuss how meetings are going and what can be improved.
Have education/training at each meeting
Use an agenda. Table unrelated topics
Share responsibilities by having a facilitator, note take, & time keeper.
Give the facilitator permission to mange meeting behavior
Start and end on time
We all have a lot of things on our plates (work, family, volunteer, etc.) that take time. It’s important that when you have meetings that they are meaningful and productive. Ensuring that members know that their time will be well spent will aid in happier and engaged board members. Some ways to do that are.
Take all phone calls and send all email & text message outside.
Don’t side talk.
One person talks at a time.
Be succinct. Express your point of view and then let others speaks.
Have education/training at each meeting
Be open to new ideas and ways of doing things.
It’s important that you are using your timely wisely in meetings. Here is a good measurement of how the agenda should be broken up.
10% should be spent on Reports & Updates
Use a consent agenda – items that are don’t require action (committee reports, general updates, etc.) – provided ahead of time in writing
Anything that doesn’t require decisions or directions from the board.
40% should be spent on seeking decisions and action items
These should be well framed – supporting detail if necessary
May be crisis oriented – example upcoming meeting space backed out and new location requires signature of the board and needs to be approved.
Issues requiring a position – vacancy fulfillment, disciplinary action, etc.
Issues related to the goals and objectives of the chapter.
10% should be spent on board-obligated items
Minutes
Nominations and appointments
Governance items
Financial requirements
40% should be spent on Environmental scanning and strategic discussion
Unframed trend seeking
Limitless boundaries
Direction, not decisional – focus on where you’re doing not how to get there.
We’ve all being on a board at some point in our lives that the meetings are boring and drag on and on. The goals is to brigde the gap of making them engaging and interesting while still maintaining the purpose of the meeting.
If you ask someone why the joined a board, you are most likely not to hear “ because I thought the meetings would be fun?”. Are your meetings fun? Do your board members enjoy coming to and participating in your meetings?
Not all members are going to care of the meeting is fun and that’s okay. They key is that if you are boring them, they are not going to engage with you.
Here are some keys for success in to make your meetings un-boring:
Make sure that the time is well spent. Those individuals that see you are valuing their time, and are working to achieve something will see that you appreciate the time they are allowing to contribute to the chapter.
There is a balance in the activities of the meetings to keep them engaging while still on topic. People want to enjoy serving on a board and with each other while working to make a different.
When you do things that are non-tradition for meetings to infuse fun, make sure that it has a purpose and that everyone understands the connection. Not doing so will give the appearance that you don’t value their time or what the direction of the chapter should be.
Here are a few suggestions of how to incorporate some icebreakers into your meetings to increase engagement.
Begin by breaking bread – think of your meeting like going to the movies. There are always previews before the main movie begins. Starting a meeting with food does the same thing. It gives people a chance to get into the meeting without feeling like they are racing into it.
Give kudos for good work – boards typically do not build time into their meetings to credit people for their hard work. Doing so can help increase volunteers’ enjoyment and engagement.
Open up with an open-ended question – This can be both fun and eye opening. Some questions to consider:
What is the best decision we’ve made as a board over the past 18 months?
What decision would we have made differently knowing what we know now?
What do we think are our three greatest assets?
What is our greatest hidden assets?
Ask something personal – greatest achievement to date in their professional career? What challenge would they like to tackle next (life, career, etc.)?
Start with a “seven by seven” briefing – have a board member briefing colleagues about a subject they are knowledgeable about for seven minutes, followed by seven-minute Q&A session. You spend time recruiting members because they know a lot about a topic or have experience in a specific are but we never get to hear them talk about it. Not only will the board learn something from them, they will also feel more connected as well.
It’s important to note that you don’t have to do this at every meeting and should change it up from time to time. If individuals get used to one option being used to lead each meeting it could result in them skipping that part of the meeting “to buy more time” and lose out on the purpose of the activity.
There are many resources that can assist a component in running their board meetings. The bylaws outline the responsibilities of the component. The Policies and Procedures aid to fill in gaps from the bylaws on specific items and deadlines throughout the year that components need to be aware of. Parliamentary Procedure allows components with a guideline of how to handle business in a meeting in an organized way. While I am a parliamentarian as recognized by the National Association of Parliamentarians, I don’t feel that board need to follow Robert’s Rules (or any other parliamentary standard) to the letter. Using some of the keys that we’ve already discussed such as having an agenda, being respectful of others, etc are the fundamental items to use. The rest is there when there are other issues that arise.
We’ve been focusing on what the board as whole’s responsibility is. Now lets focus on the role of the board member.
Attend all component meetings and events
Know the component’s goals, programs and services
Be educated and prepared when making Board decisions
Suggest and encourage potential component leaders
Act in best interest of the component
Disclose other interests and avoid conflict
Maintain organization information and confidence
It’s important as a board member to make informed decisions. Making decision uniformed can have major impacts on your component.
Be prepared for Board meetings
Read agenda submissions carefully
Write initial questions prior to meeting
Research and obtain necessary information prior to the meeting
Take proper minutes at Board meetings
Supporting decisions of the board is extremely important in providing a unified front to the members. You may not always agree with the decision but you should still support it as it was the overall decision of the board.
Once the Board makes a decision, support the decision
DO NOT deride the decision to the members
Show a unified front – there is no “I” in “Board”!
The Board is ultimately responsible for the component
Educate yourself on both your industry & association. – make sure you know the programs and services that you offer.
Do your homework before meetings – read background materials, understand the issues to be discussed, take part in pre-meeting discussions, and understand what decisions need to be made.
Be an engaged listener – don’t plan what you are going to say while someone else is speaking. Actually listen to what people are saying. Ask questions to understand all views.
Have an open mind. - don’t solidify your opinions before you hear the view of your peers. Be open to all possibilities and don’t tune out what you don’t agree with.
Learn and use facilitation skills – use open-ended questions, rephrasing, and other skills to help to draw out ideas.
Respect the board’s time – no “me toos” or trying to restate what the last three people said to just go on the record as having said it. Don’t ask questions that could have been answered with background materials. Don’t engage in side conversations or disruptive behavior.
Respect board decisions and be a full participant – don’t be silent during discussions and share your real view later in the hallways. Support all decisions of the board publicly.
Lead change and don’t resist it. - as tough but non confrontational questions. Seek out all voices. Build relationships and trucst across the board.
Challenge yourself and grow as a leader. – seek out other professional development opportunities on leadership. Being here today is one of the options, as a chapter leader the online leadership courses are provided to you at no costs to take advantage of.
Ultimately the choice is yours on what role you have, the kind of board member you want to be, the relationships you want to build, the impact you want to have, and the difference you will make.