Transcript Recruiting Committee Members and Cultivating New Leaders

Recruiting Committee Members and
Cultivating New Leaders
Kristin Anderson, RPR, 2013-2015 NCSA Chair
Linda McSwain, RPR, 2013-2015 NCSA Vice-Chair
1:30-2:30
Five Practices of Exemplary Leadership
1) Model the way,
2) Inspire a shared vision,
3) Challenge the process,
4) Enable others to act, and
5) Encourage the heart.
Kouzes, J. M., & Posner, B. Z. (2007). The leadership Challenge (4th ed.), San Francisco, CA: John
Wiley & Sons, Inc.
Responsible Leadership
 One key element to successful leadership is
having a core language that sets the culture
within the organization. Having this core language
instills value in coaching, giving feedback, and
resolving conflicts. This culture is one of
respecting others’ opinions, listening and
acknowledging others, sharing mutual trust,
promoting responsibility awareness, and
supporting one another to achieve goals
Concelman, J., & Phelps, M. (2014). Lost in translation. T+D, 68(3), 40-45.
So what is involved for instituting creative and
innovative leadership in the future?
 Different types of teams.
There will be strengths and
weaknesses with any unit
which makes them stronger
together.
 The principles for
responsible management
education (PRME) help
spread the word about new
values and ideas. These
principles are purpose,
values, method, research,
partnership, and dialogue
(Prandini, Vervoort Isler, &
Barthelmess, 2012, p. 17)
 Knowledge, skills, and
attitudes are the key
components of the
framework for creating
sustainable leadership.
These behaviors themselves
define the core elements of
responsible leadership:
Acting with integrity, caring
for people, demonstrating
ethical behavior,
communicating with others,
taking a long-term
perspective, being openminded, and managing
responsibly outside the
organization (Prandini et al.,
2012, p. 19).
21st Century Successful Leaders
“Credibility is the
foundation of
leadership.
When
researchers
assess the
believability of
sources, there
are three criteria
evaluated:
perceived
trustworthiness,
expertise, and
dynamism.
(Kouzes &
Posner, 2007)
 Jeff Bezos, Amazon.com
 Bill Gates, Microsoft
 Steve Jobs, Apple
 Herb Kelleher, Southwest Airlines
 Elon Musk, PayPal, Tesla
 Alan Mulally, Ford Motor Company.
 Indra Nooyi, PepsiCo
 Howard Schultz, Starbucks
 Mark Zuckerberg and Cheryl
Sandberg, Facebook,
(Strock, 2010)
Unique to every new leader is a
personal vision.
For motivation, it is important to incorporate dreams and passions. A leader
should be true and anchored in who he or she is as a person. This will
reflect the values placed on his or her leadership.
Leadership should not be static and continue to evolve. Successful leaders
look for patterns and trends from their life experiences (King, Altman, &
Lee, 2011).
Creative involvement tells a lot about a leader’s passions and interests,
which help form a vision. Leaders must follow their intuition and look
beyond themselves. Leadership is a collective activity that brings the head
of an organization together with its constituents to have a common vision
and goal (King et al., 2011).
First seek to understand then to be
understood.
 Habit number five of Stephen Covey’s work
entitled “The 7 Habits of Highly Effective People”
is to first seek to understand then to be
understood.
 To master this task requires practice by
implementation over and over again with
feedback from others. A successful leader must
communicate well and listen and see things from
other points of view, realize the strengths and
weaknesses of both sides, then seek for
understanding from his or her point of view
(Covey, 2004).
Charismatic and engaged leaders ignite the energy,
passions, and talents in others around them.
 Leaders like this are
successful in
organizations because
they understand that
people commit to causes
and not plans. This
transformational
leadership style enlists
people to infuse their
energy into strategies.
Taking leadership ideas to
the next level of
implementation requires
forward-looking and
thinking in times of rapid
change.
 Shared visions have the
power to sustain
commitment. Creative
leaders picture what is to
be done next, the unique
image of what the future
holds for themselves and
the organization as a
whole. The constituents
of an organization should
be surveyed though to
account that everyone has
the same path and goal
(Kouzes, 2007).
HAVE FUN!
HAVE FUN!!
Values essential for leadership are having creativity and realizing while tradition may be
respected there may often be a better ways to accomplish common goals. Equality
enables everyone to feel important and part of a cause. Everyone needs to feel what they
are setting out to accomplish has meaning and is worthwhile (King et al., 2011, p. 89).
"Earn your leadership every day.” Michael Jordan
It takes time to earn trust from an organization but a forward-thinking
innovative leader never stops learning and earning the trust to lead the way
toward success by reassuring, enabling, and beginning with the end in mind.
Being creative and inspiring to others requires a commitment from leadership
to model the way and continuously encouraging others to expand the horizon
of possibilities to achieve the common goal of the organization.
Successful Association
“An Associations’ success in part, will depend on the
foundation it builds through a committed
membership.”
RECRUIT
 Determine skill sets needed by the association.
 Always plan to replace the loss of “unique” talents.
 Dig Deep for Leaders….Let Them Try!!
 New members bring new ideas, increase the association’s
person power, prevent member burn out, and hopefully
assume leadership roles as they become available.
R&R
 Recruitment & Retention are the cornerstones of an effective
association membership strategy.
 Although strategic and well-executed and retention efforts
will produce a solid membership base, the responsibility for
creating and sustaining this foundation rests in the
association’s leadership.
Membership Committee
 The purpose of the Membership Committee (Vice-President)
is to identify and recruit new members. The Membership
Committee is responsible for several efforts related to
recruitment and retention, as well as ongoing attention to
member development. Here are some general areas of
membership activities in which associations should
participate.
 Identify and recruit new members.
 Create, administer and maintain a mentoring program. The
program should promote retention and early issue
identification by monitoring prospective new members’
progress during the first three years.
 Educate, train, and develop members. The intentional focus
should be placed on the development of all members.
 Track associations demographics and identify areas of
imbalance.
 Oversee a strategic planning process. The process should
include reporting at the beginning of every membership
recruitment cycle that includes final decisions on member
numbers.
 Participate in the planning and execution of the annual
conference.
 Conduct yearly membership evaluations and report findings.
 Contact in-active members. Follow-up contact should
determine why a person did not renew their membership.
 Create & administer a formal recognition award
programProgram should recognize and reward members for
outstanding and committed service to the association.
 Conduct membership drives to share and generate





excitement about your association.
Set goals to make the association more appealing.
Plan a conference that is appealing.
Plan a wine tasting or a tea for new members.
Encourage members to attend the public functions sponsored
by the association to increase the community visibility.
Establish a Retired Members Group
RETENTION
 It is essential we place greater focus on retaining our members.
Everything a member experiences after joining your association,
early mentoring, leadership development, active participation,
excellent conferences, will have an impact on whether they choose
to stay with the association. By sharing their own knowledge and
experiences, tenured members help guide the passion and
strengthen the commitment of newer members.
 It is our tenured members that can inspire new members to
participate more fully in the association. This sharing and
interaction between our tenured and newer members is critical
for the growth of your association. Retention efforts, however,
cannot only target newer members using a time-boxed approach;
efforts must be ongoing and impact all members throughout their
journey with your association.
References

Armstrong Welch, T. (2012). Expanding on a 100-year legacy to build 21st century leadership competencies. T+D, 66(11), 68-69.

Concelman, J., & Phelps, M. (2014). Lost in translation. T+D, 68(3), 40-45.

Covey, S. R. (2004). The 7 habits of highly effective people: Restoring the character ethic. New York, NY: Free Press.

Elliott, J., & Simon, W. L. (2011). The Steve Jobs way: Ileadership for a new generation. New York, NY: Vanguard Press.

Freidberg, K., & Freidberg, J. (1996). Nuts! Southwest Airlines crazy recipe for business and personal success. New York, NY: Broadway Books.

George, B. (2010). The new 21st century leadership. MWorld, 9(3), 3-5.

King, S. N., Altman, D. G., & Lee, R. J. (2011). Discovering the leaders in you: How to realize your leadership potential (Rev. edition ed.). San Francisco, CA: John Wiley
& Sons, Inc.

Kouzes, J. M., & Posner, B. Z. (2007). The leadership Challenge (4th ed.), San Francisco, CA: John Wiley & Sons, Inc.

Levin, J. W. (2000). Professional leadership for the 21st century. Journal of Jewish Communal Service, 76(3), 151-153.

Nagle, B. A. (1995). Wanted: A leader for the 21st century. Industry Week, 29.

Penney, S. H. (2011). Voices of the future: Leadership for the 21st century. Journal of Leadership Studies, 5(3), 55-62. doi.org/10.1002/jls.20233

Prandini, M., Vervoort Isler, P., & Barthelmess, P. (2012). Responsible management education for 21st century leadership. Central European Business Review, 1(2),
16-22.

Strock, J. M. (2010). Serve to lead: Your transformational 21st century leadership system. (Ed.). Retrieved from Kindle edition. LCCN: 2009906269

Tetenbaum, T., & Laurence, H. (2011). Leading in the chaos of the 21st century. Journal of Leadership Studies, 4(4), 41-49. doi.org/10.1002/jls.20191

Wellington, P., & Foster, N. (2009). 21st century teamwork. Engineering & Technology, 4(18), 72-75. doi.org/10.1049/et.2009.1816

Winston, M. G. (1997). Leadership of renewal: Leadership for the 21st century. Business Forum, 22(1), 4-7.