Leadership Camp August 13, 2011 DE-MD-DC Division

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<ul><li> Slide 1 </li> <li> Leadership Camp August 13, 2011 DE-MD-DC Division </li> <li> Slide 2 </li> <li> This Presentation was not printed and added to your packets but will be added to the division website by Wednesday, August 17 th. </li> <li> Slide 3 </li> <li> Pathway to Excellence 2011 2012 Changes Marsha Kremzier, CAP 2011-2012 DE-MD-DC Division Vice President - IAAP </li> <li> Slide 4 </li> <li> 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 authors article does not qualify. Member of Excellence Member of Excellence Changes to the 2011-2012 </li> <li> Slide 5 </li> <li> 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 Excellence Changes to the 2011-2012 (continued) </li> <li> Slide 6 </li> <li> Member of Excellence Changes 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. </li> <li> Slide 7 </li> <li> 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 Excellence Changes to the 2011-2012 (continued) </li> <li> Slide 8 </li> <li> Criteria #1 Chapter submit annual meeting calendar with education and/or training topics to the members with a copy to the division. Chapter due Date October 1 st. Division due date October 15 th Criteria #2 Chapter 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 Excellence Changes to the 2011-2012 </li> <li> Slide 9 </li> <li> Criteria #3: Chapter holds at least one Membership Drive between July 1 st and May 31 st. Chapter submits completed membership drive evaluation form to the division. Chapter due date June 1 st Division due date June 15 th Chapter/Division of Excellence Changes to the 2011-2012 (continued) </li> <li> Slide 10 </li> <li> Criteria #4: Chapter holds at least one Membership Orientation between July 1 st and June 25 th. (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 25 th Division due date June 30 th Chapter/Division of Excellence Changes to the 2011-2012 (continued) </li> <li> Slide 11 </li> <li> Criteria #5 Chapter develops and updates business plan. Chapter submits business plan to members with a copy to the division. Chapter due date April 30 th Division due date May 15 th Criteria #6 Chapter 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 30 th Chapter/Division of Excellence Changes to the 2011-2012 (continued) </li> <li> Slide 12 </li> <li> Criteria #7 Chapter sends a delegate or submits a proxy to International Education Forum and Annual meeting held in the current IAAP fiscal year. Criteria #8 As of June 30, at least 7% of the chapter members (minimum of 2 members) qualify for Member of Excellence Chapter/Division of Excellence Changes to the 2011-2012 (continued) </li> <li> Slide 13 </li> <li> Pathway to Excellence Program Pathway to Excellence Program Changes 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=443558 4b-dafc-4183-8eef-5b37322aa24d </li> <li> Slide 14 </li> <li> Managing Disagreements Portions Based on the change/transition work of William Bridges WITH PERMISSION FROM WILLIAM BRIDGES &amp; ASSOCIATES Patricia May, CAP 2011-2012 DE-MD-DC Division President Elect - IAAP </li> <li> Slide 15 </li> <li> Managing Disagreements Managing Disagreements Constructively Guiding Principles 1. Preserve dignity and self-respect. 2. Listen with empathy. 3. Dont expect to change others behavioral style. 4. Express your independent perspective. The essence to honor the legitimate interests of all involved persons. </li> <li> Slide 16 </li> <li> Managing Disagreements Managing Disagreements 4 Stepping Stones Diagnose Plan Implement Prepare </li> <li> Slide 17 </li> <li> Clarify critical issues Identify stakeholders Assess likely sources of disagreement Managing Disagreements Managing Disagreements Diagnose </li> <li> Slide 18 </li> <li> Recognize your patterns Minimize pitfalls Plan your strategy Managing Disagreements Managing Disagreements Plan </li> <li> Slide 19 </li> <li> Problem solve Practice Managing Disagreements Managing Disagreements Prepare </li> <li> Slide 20 </li> <li> Carry out the plan Evaluate outcomes Follow-up Managing Disagreements Managing Disagreements Implement </li> <li> Slide 21 </li> <li> 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 Disagreements Managing Disagreements Constructively </li> <li> Slide 22 </li> <li> Source: Herbert S. Kindler, Ph.D., Managing Disagreement Constructively: A Practical Guide for Constructive Conflict Management, Crisp Publications, Inc. Managing Disagreements </li> <li> Slide 23 </li> <li> Managing Change Leveraging Member Engagement to Navigate the Change Process Portions Based on the change/transition work of William Bridges WITH PERMISSION FROM WILLIAM BRIDGES &amp; ASSOCIATES Virginia Hussey, CAP 2011-2012 DE-MD-DC Division Secretary - IAAP </li> <li> Slide 24 </li> <li> Managing Change 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 </li> <li> Slide 25 </li> <li> Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process Change occurs when... SOMETHING OLD STOPSSOMETHING NEW BEGINS </li> <li> Slide 26 </li> <li> Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process Change Management Starts with the Outcome Transition Management Starts with Wherever People Are </li> <li> Slide 27 </li> <li> 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 Managing Change Leveraging Member Engagement to Navigate the Change Process Managing Transitions Permission Granted by William Bridges and Associates </li> <li> Slide 28 </li> <li> Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process Ending Resistance Its 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! </li> <li> Slide 29 </li> <li> Managing Change 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 </li> <li> Slide 30 </li> <li> Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process Strategies to Manage Endings Make sure that you have... Clarified what is and is not ending Sold the solution without putting down the past Understood and accepted grieving as natural and necessary Make sure that you have engaged everyone in... Removing excuses to hold on to the past Taking piece of the past Creating ceremony or symbolic events to honor the past Leveraging Member Engagement to Navigate the Change Process </li> <li> Slide 31 </li> <li> Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process Strategies for Getting through the Neutral ZoneFocus on... Rebuilding What Gets Lost Re-establishing four things endings destroy... Control Understanding Support Purpose </li> <li> Slide 32 </li> <li> Managing Change 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 truthgood news and bad People usually complain before they create </li> <li> Slide 33 </li> <li> Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process Communication Checklist What is really driving the change? What would happen if we didnt change? What kinds of secondary change are likely to occur? What are the non-negotiable boundaries (established real boundaries)? Whats in it for me us? What kind of assistance will we provide affected individuals and groups? </li> <li> Slide 34 </li> <li> Managing Change 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 </li> <li> Slide 35 </li> <li> Managing Change 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 </li> <li> Slide 36 </li> <li> Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process Remember... Change is constant! Conclusion </li> <li> Slide 37 </li> <li> Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process Managing Endings for New Beginnings = SUCCESS! </li> <li> Slide 38 </li> <li> Recommended Reading Material Managing Transitions, 3 rd 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, 1 st Edition Change is Good...You Go First. 21 ways to Inspire Change by Mac Anderson and Tom Feltenstein Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process </li> <li> Slide 39 </li> <li> Protocol Susi Benson, CAP 2011-2012 DE-MD-DC Division President - IAAP </li> <li> Slide 40 </li> <li> 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 </li> <li> Slide 41 </li> <li> 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 </li> <li> Slide 42 </li> <li> 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 units activities. Expenses </li> <li> Slide 43 </li> <li> 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 </li> <li> Slide 44 </li> <li> IAAP Members - If Not Seated at Head Table 1. International Board of Directors 2. International Board of Trustees 3. International Committee Chairman 4. IAAP Headquarters Staff 5. Division Officers Introductions </li> <li> Slide 45 </li> <li> 6. Division Committer Chairman 7. Chapter Officers 8. Chapter Committee Chairman 9. Special Guests 10. 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) </li> <li> Slide 46 </li> <li> Be kind. Dont use e-mail to say no, argue, criticize or deliver bad news Be considerate, not cryptic. Dont copy others unless they really need to read it. Dont 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 Communication E-mail </li> <li> Slide 47 </li> <li> 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 cant give your full attention Electronic Communication Phones </li> <li> Slide 48 </li> <li> 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 </li> <li> Slide 49 </li> <li> Financial Management Norma Wagner, CPA 2011-2012 DE-MD-DC Division Treasurer - IAAP </li> <li> Slide 50 </li> <li> 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 chapters. Fiduciary duty requires a stricter standard of behavior than common duty to care. Financial Responsibility </li> <li> Slide 51 </li> <li> Evaluate financial policies Evaluate goals and objectives Evaluate financial performance Effective teamwork Financial Management </li> <li> Slide 52 </li> <li> Financial review/aud...</li></ul>