Leadership Camp
description
Transcript of Leadership Camp
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This Presentation was not printed and added to your packets but will be added to the division website by Wednesday, August 17th.
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Pathway to Excellence2011 – 2012 Changes
Marsha Kremzier, CAP2011-2012 DE-MD-DC Division Vice President - IAAP®
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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
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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)
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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.
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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)
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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
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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)
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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)
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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)
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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)
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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
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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®
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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.
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Managing Disagreements 4 Stepping Stones
Diagnose
Plan
Implement
Prepare
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Clarify critical issues
Identify stakeholders
Assess likely sources of disagreement
Managing DisagreementsDiagnose
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Recognize your patterns
Minimize pitfalls
Plan your strategy
Managing DisagreementsPlan
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Problem – solve
Practice
Managing DisagreementsPrepare
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Carry out the plan
Evaluate outcomes
Follow-up
Managing DisagreementsImplement
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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
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Source:Herbert S. Kindler, Ph.D. , Managing
Disagreement Constructively: A Practical Guide for Constructive Conflict Management, Crisp Publications, Inc.
Managing Disagreements
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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®
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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
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Managing Change Leveraging Member Engagement to Navigate the Change Process
Change occurs when...
SOMETHING OLD STOPS SOMETHING NEW BEGINS
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Managing Change Leveraging Member Engagement to Navigate the Change Process
Change Management Starts with the Outcome
Transition Management Starts with Wherever People Are
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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
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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!
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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
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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
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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
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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
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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?
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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
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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
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Managing Change Leveraging Member Engagement to Navigate the Change Process
Remember...Change is constant!
Conclusion
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Managing Change Leveraging Member Engagement to Navigate the Change Process
Managing Endings for New Beginnings =
SUCCESS!
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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
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Protocol
Susi Benson, CAP2011-2012 DE-MD-DC Division President - IAAP®
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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
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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
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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
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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
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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
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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)
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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
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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
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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
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Financial Management
Norma Wagner, CPA2011-2012 DE-MD-DC Division Treasurer - IAAP®
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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
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Evaluate financial policies Evaluate goals and objectives Evaluate financial performance Effective teamwork
Financial Management
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Financial review/audit recommendations
Banking requirements
Communication and access
Financial PoliciesFraud Prevention
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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
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Definitions of a 501 (c) (6)
Enforcement
Use of funds
Standards of Integrity
Financial PoliciesTax Compliance
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State and Local laws
Fundraisers
Auctions
Raffles
Financial PoliciesAuctions & Raffles
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Fufilling IAAP’s mission
Reserves
IRS scrutiny
Financial PoliciesExcess Funds
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Responsibility – Treasurer & President
Form 990 EZ or 990N (epostcard)
W-9 form
Form 1099 & 1096
Financial PoliciesIRS Filings
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Definition
Review Strategic plan/business plan
Determine financial goals
Approval
Budget
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Definition
Review
Evaluate
Communicate
Financial PerformanceStatements
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Definition
Committee
Review
Communicate
Financial PerformanceReview / Audit
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Education
Deadlines
Review
Communication
TeamworkTransparency
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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
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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
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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
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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
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Internal Revenue Service – www.irs.gov
International Treasurer – Wendy Melby CPS/CAP - [email protected]
Treasurer’s eGroup HQ Staff - [email protected]
Holly Emmert, Accounting Specialist Melissa Mahoney, Finance Supervisor Sue Tuff, Controller
Resources
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Norma A. B-Wagner, CPA
2011-2012 DE-MD-DC Division Treasurer
Cell: (410) 652-3000
Questions?