Whether you are tasked with building a management team for your organization or filling seats on a volunteer board, the tips presented in this webinar will guide you through the process to make sure that you’re making sound decisions based on knowledge and experience, rather than timing and costs. Following this webinar, attendees will: •Understand how to create an accountability chart •Know how to fill the seats you have with the right talent •Understand how to conduct meaningful meetings and deal with healthy conflict •Learn how to incorporate culture into the team building process •Measure success

2. ABOUT US
AH is a professional services firm that specializes in helping non-profit organizations
achieve their mission, create value, and advance their causes, industries, and
professions.
We have four main divisions within AH: A full-service association management
company (AMC); a marketing and communications agency; a meetings and events
management team; and a division that focuses on other custom solutions, such as
education, strategic planning, website builds, database integrations, public affairs,
certification management, and growing non-dues revenue.
www.AHredchair.com

3. Note:
• AH webinars are delivered by experienced association
executives who will share information in an easy to relate to
fashion.
• The sessions do not provide official legal or insurance advice,
rather just necessary information so you will feel more
confident in being able to ask the right questions.

4. We offer various live and on-demand webinars with topics ranging from board governance
to content marketing.
Today’s Topic:
Effective Team Development
Whether you are tasked with building a management team for your organization or filling seats on a volunteer
board, the tips presented in this webinar will guide you through the process to make sure that you’re making
sound decisions based on knowledge and experience, rather than timing and costs.
Following this webinar, attendees will:
• Understand how to create an accountability chart
• Know how to fill the seats they have with the right talent
• Understand how to conduct meaningful meetings and deal with healthy conflict
• Learn how to incorporate culture into the team building process
• Measure success

5. Kelly Mariotti is the Vice President of Client Services for
AH and Executive Director of the Juvenile Products
Manufacturers Association (JPMA), the North American
trade association for manufacturers of products for the
prenatal to preschool marketplace. As Vice President of
Client Services, Kelly is responsible for all aspects of a
seamless delivery of contracted services to AH's client
partners. In her role with JPMA, she is directly
accountable for all activities of the association and
implementing the strategic direction provided by the
board of directors. Her responsibilities include direct
oversight of JPMA’s programmatic, regulatory,
legislative and public affairs activities as well as the
JPMA Certification Program and engagement in the
ASTM standards-setting process.
Before joining AH in 2013, Kelly was the founding
owner and President of Green Frog Art, a juvenile
products manufacturing firm for 17 years during which
time she was an active volunteer leader and board
member of JPMA. After selling her company, she
served as CEO of First Candle, a national safe sleep
non-profit organization. She is a lawyer, certified public
accountant, Certified Association Executive (CAE) and
has graduate certificates in both non-profit
management and advanced product safety
management.
Amy Barra is an Account Executive with AH and the
Executive Director of the Midwest Nursing Research
Society and the Church Benefits Association. She also
works on various AH project clients. Amy has over eleven
years of Association Management experience. She has
extensive experience with strategic planning, board and
volunteer management, event management and creative
problem solving for non-profits. Amy’s career has been
distinguished by increasing visibility, improving programs,
and strengthening the financial and operational
performance of non-profit organizations. She enjoys
working with organizations as they look to the future and
helping them achieve the greatest success.
Amy is currently completing her Master’s in Public
Administration at Rutgers University.
Kelly Mariotti, JD, CPA, CAE
Amy Barra

6. Agenda
• Accountability Chart
• Right people, right seats
• Delegate accountability, not “stuff”
• Meaningful Meetings
• Healthy Conflict
• Culture
• Hire vs. Train
• Measure Success

7. Accountability Chart

8. Start with an accountability chart that
identifies seats or roles, not people. It should
have a direct and obvious relationship to the
organization’s strategic plan.
This exercise will help you identify the critical
functions and skill sets required on your
team. Once you begin to fill in the people
who occupy the seats, note that individuals
may play more than one role, but each area
of accountability must have only one person
ultimately responsible.
Often, shared responsibilities or unclear
accountabilities underlie in team dysfunction
and undermine maximum performance.

9. Executive Director
Member Relations,
Programming, New
Revenue & Operations
Strategy #2
Government Relations,
Advocacy & Regulatory
Affairs
Strategy #1
Certification and Product
Expertise
Public Affairs, Education
& Safety Initiatives
CRM,
Alliances/Partnerships
and Non-Dues Revenue
Operations, Program &
Committee Support
Marketing and
Communications
Strategy #3
Consumer Outreach Program Support
SAMPLE ORGANIZATIONAL STRUCTURE
BY STRATEGIC OBJECTIVE ACCOUNTABILITIES

10. Right people, Right seats

11. Get the right people on the bus
(and the wrong people off the bus)
• Begin with who, rather than what.
• Do not fill seats, fill needs.
• The right people don’t need to be tightly managed; they will be self
motivated by their inner drive and commitment to mission.
• Great vision without great people is irrelevant.
• When you have the right people, they will do everything in their
power to build a great organization.
• Skills are important, but character, work ethic, intelligence, and
values are more ingrained.
• Put your best people on your biggest opportunities, not your
biggest problems.

12. Delegate accountability,
not “stuff”

13. Responsibility, not tasks
• Each individual on the team should clearly understand his
or her role and be held accountable for outcomes, not
tasks. Get in the habit of asking “What did you
accomplish?” rather than “What did you do?”
• ‘Accountable’ means that it’s up to you to ensure that there
will be a successful outcome. Even though you might not
actually be performing any of the tasks involved.
• Encourage team members to take an active role in defining,
implementing and communicating progress on tasks.
• Entrust team members with completion of whole projects.
• Provide training and guidance necessary to complete
delegated tasks satisfactorily and when possible, delegate
tasks on the basis of interests.

14. Meaningful Meetings

15. Make Meetings Meaningful
All meetings should have a defined
purpose and an agenda, and the facilitator
should be prepared. Before the meeting
wraps, review all decisions made, the list of
action items, and who is responsible for
each.
If you participate in a meeting with a high
performing team, you will note that every
person participates and has valuable
information and insight to provide, no
matter how junior the person’s role. This
results from each person having clear
accountabilities.
(Credits: Axbom)

16. Healthy Conflict

17. Conflict is healthy!
• High performing teams are not made up of a group of “yes-
men-and-women.” Differences of opinion and respectful,
professional conflict are healthy attributes of successful
teams. When accountability is clearly defined, the ultimate
decision maker is informed by the varying opinions of other
team members.
• The process of gaining multiple perspectives on any issue
is critical to identifying problems, designing interventions,
and producing optimal solutions.
• The goal of conflict isn’t necessarily to “win” or to change
other peoples’ minds, but to gain understanding and to
make optimal decisions based on the input given.
• If a team can have open, honest, and respectful
disagreements to achieve their common goals, that is the
sign of a very strong team and a very strong leader. The
results of conflict can be stronger, self-managed teams,
improved processes, improved strategies, better outcomes,
and closer relationships.
• Create an environment in which healthy conflict is
encouraged by setting clear expectations.

18. Culture

19. Core values are a small set of vital and
timeless guiding principles for your
organization. These core values define your
culture and who you truly are as people.
• YMCA
– Caring
– Honesty
– Respect
– Responsibility
• National Education
Association
– Equal Opportunity
– A Just Society
– Democracy
– Professionalism
– Partnership
– Collective Action
• AH
– Customer Service
– Expertise
– Social Responsibility
– Innovation
– Flexibility
– Respect
– Accountability &
Transparency

20. Hire vs. Train

21. Hire or Train?
• Be clear within your team if your preference is to hire (or for a board, elect)
strong talent for defined seats or train from within.
• The decision is often one of time vs. expense.
• If you decide to train your talent, it is critical you dedicate the appropriate
time and resources to accomplish that training. Otherwise, the rest of the
team may simply view the trainee as an underperformer.
• The value of training your own talent is that you can shape and mold that
person for your unique culture and environment.
• Bringing in someone from the outside adds something that an internal
candidate cannot: new knowledge and skills. External candidates may have
experience with new ways to operate or a new perspective.

22. Measure Success

23. Measuring your Success The success of your team
should be measured against
the outcomes defined by the
organization’s strategic plan.
Within your operating plan,
team members should be
clear on what metrics will be
used to measure success
within their areas of
accountability. Be sure to
celebrate successes and
acknowledge achievement!

24. References:
• Collins, Jim (2001). Good to Great. New York, NY: Harper Business.
• Wickman, Gino (2011). Traction. Dallas, TX: BenBella Books, Inc.

25. Q & A