Leadership CampAugust 13, 2011

DE-MD-DC Division

This Presentation was not printed and added to your packets but will be added to the division website by Wednesday, August 17th.

Pathway to Excellence2011 – 2012 Changes

Marsha Kremzier, CAP2011-2012 DE-MD-DC Division Vice President - IAAP®

Criteria #3: Actively participate in the IAAP

community forum discussions or write an article (minimum 200 words), and have it published in an IAAP publication (chapter, division, or international level.) Recommending another author’s article does not qualify.

Member of ExcellenceChanges to the 2011-2012

Criteria #4: Attend at least one professional educational

workshop, seminar or conference (at least 60 minutes in length) and provide a short paragraph on how training relates to your job or your role in IAAP. It can be an IAAP or non-IAAP workshop, seminar, or conference; however, it cannot be included in your calculations to meet the requirements of criterion #9.

Member of ExcellenceChanges to the 2011-2012 (continued)

Member of ExcellenceChanges to the 2011-2012 (continued)

Criteria #6: Pay membership dues on or before

anniversary date. This criterion is a mandatory requirement. This mandatory requirement will be waived in the case of new members joining IAAP in the current IAAP fiscal year who want to work towards becoming a Member of Excellence.

Criteria #9: Attend a minimum of eight (8) IAAP

chapter, division or international sponsored meetings, programs or events (any combination.) These meetings, programs, or events cannot include an event used to meet the requirements of criterion #4.

Member of ExcellenceChanges to the 2011-2012 (continued)

Criteria #1Chapter submit annual meeting calendar

with education and/or training topics to the members with a copy to the division.

Chapter due Date October 1st. Division due date October 15th

Criteria #2Chapter submits budget and annual

financial review/audit report to the members with a copy to division.

Chapter due date December 31st. Division due date January 15th.

Chapter/Division of ExcellenceChanges to the 2011-2012

Criteria #3:Chapter holds at least one Membership

Drive between July 1st and May 31st. Chapter submits completed membership drive evaluation form to the division.

Chapter due date June 1st

Division due date June 15th

Chapter/Division of ExcellenceChanges to the 2011-2012 (continued)

Criteria #4:Chapter holds at least one Membership Orientation between July 1st and June 25th. (New members in attendance must have joined IAAP within the current fiscal year.) Chapters submits New Member Orientation Evaluation form to the division. Chapter due date June 25th Division due date June 30th

Chapter/Division of ExcellenceChanges to the 2011-2012 (continued)

Criteria #5Chapter develops and updates business plan. Chapter submits business plan to members with a copy to the division. Chapter due date April 30th Division due date May 15th Criteria #6Chapter sends a delegate or submits a proxy (if allowed by division bylaws) to the division Annual Meeting held in the current IAAP fiscal year. Division due date June 30th

Chapter/Division of ExcellenceChanges to the 2011-2012 (continued)

Criteria #7Chapter sends a delegate or submits a proxy to International Education Forum and Annual meeting held in the current IAAP fiscal year. Criteria #8As of June 30, at least 7% of the chapter members (minimum of 2 members) qualify for Member of Excellence

Chapter/Division of ExcellenceChanges to the 2011-2012 (continued)

Pathway to Excellence ProgramChanges to the 2011-2012

The Pathway to Excellence criteria an evaluation forms can be found on the IAAP website, see path below:

http://community.iaap-hq.org/resources/viewdocument/?DocumentKey=4435584b-dafc-4183-8eef-5b37322aa24d

Managing Disagreements

Portions Based on the change/transition work of William BridgesWITH PERMISSION FROM WILLIAM BRIDGES & ASSOCIATES

Patricia May, CAP2011-2012 DE-MD-DC Division President Elect - IAAP®

Managing DisagreementsConstructively

Guiding Principles1. Preserve dignity and self-respect.2. Listen with empathy.3. Don’t expect to change others’

behavioral style.4. Express your independent

perspective.

The essence – to honor the legitimate interests of all involved persons.

Managing Disagreements 4 Stepping Stones

Diagnose

Plan

Implement

Prepare

Clarify critical issues

Identify stakeholders

Assess likely sources of disagreement

Managing DisagreementsDiagnose

Recognize your patterns

Minimize pitfalls

Plan your strategy

Managing DisagreementsPlan

Problem – solve

Practice

Managing DisagreementsPrepare

Carry out the plan

Evaluate outcomes

Follow-up

Managing DisagreementsImplement

Every human being, like every snowflake, is unique. Disagreement reflects that uniqueness. When we are able to do something constructive with our differences, we move closer to the ideal of one human family living together in a peaceful, productive, and satisfying world.

Managing DisagreementsConstructively

Source:Herbert S. Kindler, Ph.D. , Managing

Disagreement Constructively: A Practical Guide for Constructive Conflict Management, Crisp Publications, Inc.

Managing Disagreements

Managing ChangeLeveraging Member Engagement to Navigate

the Change Process

Portions Based on the change/transition work of William BridgesWITH PERMISSION FROM WILLIAM BRIDGES & ASSOCIATES

Virginia Hussey, CAP2011-2012 DE-MD-DC Division Secretary - IAAP®

Managing Change Leveraging Member Engagement to Navigate the Change Process

A Leadership Model for Today and Tomorrow

Transition Management

Change Leadership

The Missing Piece

Strategic Planning

Managing Change Leveraging Member Engagement to Navigate the Change Process

Change occurs when...

SOMETHING OLD STOPS SOMETHING NEW BEGINS

Managing Change Leveraging Member Engagement to Navigate the Change Process

Change Management Starts with the Outcome

Transition Management Starts with Wherever People Are

Neutral Zone• In-between state• Old reality gone, new one not taken root• Lost in the wilderness/chaos• Time of renewal, creativity, clean slate

Managing Change Leveraging Member Engagement to Navigate the Change Process

Managing Transitions

Permission Granted by William Bridges and Associates

Managing Change Leveraging Member Engagement to Navigate the Change Process

Ending – Resistance It’s the transition, not the change that

people often resist Loss of their identity and their world Disorientation of the neutral zone Risk of failing in a new beginning Lack of involvement in the development

of the change

Resistance can be managed, leveraged, and mitigated with leadership attention...Or not!

Managing Change Leveraging Member Engagement to Navigate the Change Process

Who Stands to Lose What? Who?

You Groups Individuals Outsiders

What? Turf/Influence/Routines/Structure/Control of

Destiny Status/Relationships/Personal Future/Personal

Identify Power/Memberships/Meaningful

Work/Competence

Managing Change Leveraging Member Engagement to Navigate the Change Process

Strategies to Manage EndingsMake sure that you have...

Clarified what is and is not ending“Sold” the solution without putting down

the pastUnderstood and accepted grieving as

natural and necessary

Make sure that you have engaged everyone in...

Removing excuses to hold on to the pastTaking piece of the pastCreating ceremony or symbolic events to

honor the past

Leveraging Member Engagement to Navigate the Change Process

Managing Change Leveraging Member Engagement to Navigate the Change Process

Strategies for Getting through the Neutral Zone—Focus on... Rebuilding What Gets Lost

Re-establishing four things endings destroy...

ControlUnderstandingSupportPurpose

Managing Change Leveraging Member Engagement to Navigate the Change Process

Improving Communication during Transition Remember the Basics:

People trust behavior over words Understanding is more important than

agreement Listening is twice as important as

talking Tell the truth—good news and bad People usually complain before they

create

Managing Change Leveraging Member Engagement to Navigate the Change Process

Communication Checklist What is really driving the change? What would happen if we didn’t change? What kinds of secondary change are

likely to occur? What are the non-negotiable boundaries

(established real boundaries)? What’s in it for me us? What kind of assistance will we provide

affected individuals and groups?

Managing Change Leveraging Member Engagement to Navigate the Change Process

Strategies for Creativity and Learning

Get the team to...

Step back and look for opportunities Cultivate the habit of experimenting Brainstorm new ideas Get involved in learning activities

Managing Change Leveraging Member Engagement to Navigate the Change Process

Reinforcing the New Beginning Be Consistent Ensure Quick Successes Symbolize the New Identity Celebrate the Success

Based on the change/transition work of William Bridges

Managing Change Leveraging Member Engagement to Navigate the Change Process

Remember...Change is constant!

Conclusion

Managing Change Leveraging Member Engagement to Navigate the Change Process

Managing Endings for New Beginnings =

SUCCESS!

Recommended Reading Material Managing Transitions, 3rd edition by

William Bridges, PhD Making Change Happen One Person at a Time

by Charles H. Bishop Deep Change: Discovering the Leader Within,

The Iossey-Bass Conflict Resolution Series by Quinn, R E 1996, 1st Edition

Change is Good...You Go First. 21 ways to Inspire Change by Mac Anderson and Tom Feltenstein

Managing Change Leveraging Member Engagement to Navigate the Change Process

Protocol

Susi Benson, CAP2011-2012 DE-MD-DC Division President - IAAP®

Invitations to IAAP functions should be issued as early as possible. Follow up should be made in writing to confirm date, time or place and expense reimbursement.

Invitations to IAAP Events

International officers, district director of the applicable district and division officers should be sent announcements and/or invitations for all chapter functions of special interest, such as chapter installations, certification presentations, seminars, etc.

Invitations may be sent for other activities such as honoring employers, membership orientations, APD®/APW® activities, etc.

Invitations to IAAP Events

When an IAAP International officer/trustee or division officer is invited to attend a function, the sponsoring unit should ensure all applicable expenses are paid.

If the officer attends by choice, it is courteous to waive registration and associated meals. This is another way of showing appreciation for the time given to support the unit’s activities.

Expenses

Chapter bylaws and pre-approved budgets will determine whether guest as division/international will pay their own expenses (travel, meals and/or board)

Expenses cannot be accommodated unless the financial condition of the chapter, including membership pre-approval is addressed.

Expenses

IAAP Members - If Not Seated at Head Table1. International Board of Directors2. International Board of Trustees3. International Committee Chairman4. IAAP Headquarters Staff5. Division Officers

Introductions

6. Division Committer Chairman7. Chapter Officers8. Chapter Committee Chairman9. Special Guests10. Guest Speaker

Depending on the function/event, past International officers, International trustees, division officers/committee chairs, and chapter officers should be given recognition at official functions.

Introductions(continued)

Be kind. Don’t use e-mail to say no, argue, criticize or deliver bad news

Be considerate, not cryptic. Don’t copy others unless they really need to read it. Don’t expect others to decipher what you mean by reviewing a whole e-mail thread

Respond in a timely manner. Be crystal clear. In the subject line explain

what you want

Electronic CommunicationE-mail

Take a break, turn it off. Keep devices out of sight during meetings. Step out if need to respond to urgent call. Set phone on vibrate and keep in pocket

Know your location. Make and take sensitive calls in private

Disconnect the Bluetooth. Your “always accessible” demeanor implies you can’t give your full attention

Electronic CommunicationPhones

Capitalization of Association Names:member, association, board chapter. Only capitalize if the word is used as part of a proper noun

Grammar This or That

Financial Management

Norma Wagner, CPA2011-2012 DE-MD-DC Division Treasurer - IAAP®

Fiduciary Duty/Responsibility is the highest standard of care

As a fiduciary you are expected to be extremely loyal to your chapter.

You must not put your personal interests before your chapter’s.

Fiduciary duty requires a stricter standard of behavior than common duty to care.

Financial Responsibility

Evaluate financial policies Evaluate goals and objectives Evaluate financial performance Effective teamwork

Financial Management

Financial review/audit recommendations

Banking requirements

Communication and access

Financial PoliciesFraud Prevention

What’s the difference Financial Review – Internal Review

Members assigned to provide an evaluation and/or monitor the reporting & financial practices or

Accounting professional will review records to access validity of numbers and speak with appropriate officers.

Audit – External ReviewAccounting professional (CPA) will obtain

independent evidence of numbers, plus look at the internal controls.

Financial Review vs Audit

Definitions of a 501 (c) (6)

Enforcement

Use of funds

Standards of Integrity

Financial PoliciesTax Compliance

State and Local laws

Fundraisers

Auctions

Raffles

Financial PoliciesAuctions & Raffles

Fufilling IAAP’s mission

Reserves

IRS scrutiny

Financial PoliciesExcess Funds

Responsibility – Treasurer & President

Form 990 EZ or 990N (epostcard)

W-9 form

Form 1099 & 1096

Financial PoliciesIRS Filings

Definition

Review Strategic plan/business plan

Determine financial goals

Approval

Budget

Definition

Review

Evaluate

Communicate

Financial PerformanceStatements

Definition

Committee

Review

Communicate

Financial PerformanceReview / Audit

Education

Deadlines

Review

Communication

TeamworkTransparency

And understand your financials!!! Use your common sense Ask questions Remember: IAAP is a 501 (c) (6) non-

profit Business League (all money is used for the chapter-NOT individual members)

Be knowledgeable about tax compliance guidelines, as well as raffle & auction laws

Know

Presidents – ask for & expect timely financial reports

Communicate often with your Treasurer

Treasurers – provide your boards with clear statements regarding monthly income & expenses

Refer to your budget; not how well the chapter is meeting that budget

Ask

About budget trends: If repeat events have declining

revenue, budget accordingly (maybe drop that event). Be conscious of variances (differences) between the Proposed Budget and Actual Budget.

Be conscious of spikes & valleys in some areas of income & expenses.

Ask

In the handouts: Tax Compliance Announcements IAAP Standards of Integrity “Let’s Get Serious” – re: excess funds 990N (ePostcard) information Sample forms: W-9, 1099-MISC, 1096 Accounting Library Document List

Companion Attachments

Internal Revenue Service – www.irs.gov

International Treasurer – Wendy Melby CPS/CAP - wmelby@iaap-hq.org

Treasurer’s eGroup HQ Staff - acct@iaap-hq.org

Holly Emmert, Accounting Specialist Melissa Mahoney, Finance Supervisor Sue Tuff, Controller

Resources

Norma A. B-Wagner, CPA

2011-2012 DE-MD-DC Division Treasurer

normawagner.iaap@gmail.com

Cell: (410) 652-3000

Questions?