Transcript Successful Divisions and How They Function

Leadership Technology Conference
2012
Leading a Unit
Divisions & Institutes
(Purpose and Principles)
Bill Bees
[email protected]
Artin Dermenjian
[email protected]
2
The presenters would like to acknowledge the
contributions of:
Ty Booker
Marian Heller
Shane McGoldrick
And others
A heart felt Thank You.
3
Session Objectives
• Understand where Divisions/Institutes fit
into the larger ASME organization
• Identify the characteristics of a
successful technical division
• Provide guidance on being successful
• Identify resources to assist you
• Discuss application to “real world”
situations
4
Session Outline
During this session, we will discuss the following
• Where in the “ASME Universe” does my
division/institute fit?
• Our purpose and the ASME mission
• Who are our “customers?”
• Who do we serve?
• Where we exist?
• Division or Institute Executive Committee Primary
Duties
5
Where in the
“ASME Universe”
does my division/institute fit?
6
7
8
Thomas Loughlin
Executive Director
Exec.
Assistant
Phil Hamilton
AED, Public Affairs &
Outreach
June Ling
AED, Standards &
Certification
Roy Arbeit
MD, Marketing &
Sales
Public Affairs
Codes &
Standards
Technical
Market Research
& Data Analysis
Outreach
Conformity
Assessment &
Operations
Customer Sales
& Service
Development
Member
Development
International
Laurel Raso
MD, Human
Resources
John Delli Venneri
General Counsel
Governance
Michael Weis
DED, CFO
Publishing
Eng. Res &
Tech Dev.
VOLT
Finance
Public Information
Information
Technology
Foundation
Marketing
Operations/
Facilities
ASME Staff Organization Chart
Effective January 1, 2012
Where do we fit within
the ASME organization?
10
11
We Fill A Key Role In ASME …
Knowledge &
Community
Sector
• 32 Technical
Divisions
organized in
Groups
• 10 Districts
• Affinity
Communities
Institutes
Sector
Centers
Sector
• IGTI (a large
division)
• IPTI (a group
containing 3
divisions)
• Other
•
•
•
•
Education
Training
Diversity
Prof.
Ethics
• Other
Standards &
Certification
Sector
Strategy &
Outreach
Sector
12
ASME Has a Number
of Main Activities …
Technical
Units
Membership
• Technical
Communities
• Student sections
• 2 Technical
Institutes
• Local sections
• Technical
chapters
Education
Codes and
Standards
Government
Relations
Where are we in the ASME organizational structure?
13
Groups Report to the Technical
Communities Operating Board (TCOB)
• Your Group Leader is your representative on the TCOB
• The Congress Steering, Publications and Conferences
Committees are under the TCOB
• The TCOB has several committees that interact with
Groups and Divisions
• Group infrastructure reflects TCOB structure
• Group Members-at-Large are resources for Divisions
14
Technical Communities Operating
Board
Technical Communities
Operating Board
Board on Technical
Knowledge
Dissemination
Committee on
Strategic
Planning
Committee on
Conference
Planning
Committee on
Publications
& Comm.
Congress Steering
Committee
Interdisciplinary
Councils
Committee on
Inter-Unit Service
Board on Research
and
Technology Dev.
Center for
Research
and Technology
Development
Technology Policy
Committee
Technology and
Policy
Task Forces
Board on Division
Support
Energy
Committee
Technical Groups
and Divisions
Committee on
Administration
& Finance
Basic Engineering
Group
Committee on
Division Operations
& Training
Energy Conversion
Group
Committee
on Honors
Engineering and
Technology
Management Group
Emerging
Technology
Committee
Environment and
Transportation
Group
Climate Change
Task Force
Manufacturing
Technology
Group
Systems
and Design
Group
15
Divisions and Institutes
ASME is committed to deliver
High Quality Products and Services
Technical Divisions and Institutes
Contribute to Accomplish this Goal by
having Strong Organizations
Divisions and Institutes
 Provide a forum for presentation and discussion
of technical subjects at meetings and
conferences
 Encourage and support the publication of
technical information
 Promote the recognition of outstanding
engineering achievement and significant
individual contributions
 Encourage and support the continuing education
and professional growth of mechanical engineers
Each Division is Supported by a
Technical Group Operating Board
Basic Engineering
• Applied Mechanics
• Bioengineering
• Fluids Engineering
• Heat Transfer
• Materials
• Tribology
Manufacturing
• Manufacturing
Engineering
• Materials Handling
Engineering
• Plant Engineering &
Maintenance
• Process Industries
• Pressure Vessels &
Piping
• Non-Destructive
Examination
Systems & Design
• Computers & Information
Engineering
• Design Engineering
• Dynamic Systems & Control
• Electronic & Photonic
Packaging
• Fluid Power Systems &
Technology
• Information Storage &
Processing Systems (ISPS)
• Microelectromechanical
Systems (MEMS)
Energy Conversion
• Advanced Energy Systems
• Internal Combustion Engine
• Nuclear Engineering
• Solar Energy
• Power
Engineering & Technology
Management
• Safety Engineering & Risk
Analysis (SERAD)
• Technology & Society
• Management
Environment & Transportation
• Environmental Engineering
• Noise Control & Acoustics
• Solid Waste Processing
• Rail Transportation
• Aerospace
18
Your Division has a Dedicated
ASME Staff Person to Help You
Elio A. Manes, Director, K&C, Leadership & Communities (New York)
Groups
Divisions
Lee Hawkins
Vince Dilworth
Rich Ulvila
Marian Heller
(Garland, TX)
(San Ramon, CA)
(New York, NY)
(New York, NY)
Basic Engineering
• Applied Mechanics
• Bioengineering
• Fluids Engineering
• Heat Transfer
• Materials
• Tribology
Energy Conversion
• Advanced Energy
Systems
• Internal Combustion
Engine
• Nuclear Engineering
• Power
• Solar Energy
Manufacturing
• Manufacturing
Engineering
• Materials Handling
Engineering
• Plant Engineering &
Maintenance
• Process Industries
• Pressure Vessels & Piping
• NDE Engineering
Districts
E – Southwest
F – Southeast
I – Latin America
Systems & Design
• Computers & Info in Eng
• Design Engineering
• Dynamic Systems & Control
• Elect & Photonic Packaging
• Fluid Power Systems
• Info Storage & Processing
Systems (ISPS)
• Microelectromech (MEMS)
Engineering &
Technology Management
• Management
• Safety Engineering &
Risk Analysis (SERAD)
• Technology & Society
Environment &
Transportation
• Aerospace
• Environmental Engineering
• Noise Control & Acoustics
• Rail Transportation
• Materials & Energy Recovery
D – Pacific
G – Asia
A – Northeast
B – North Central
C– Midwest
H – Europe
J – Middle East
19
ASME Staff are Resources
to Help Your Division
Vince Dilworth, P.E.
Senior Program Manager
Leadership & Communities
30 Rainbow Bridge Ct.
San Ramon, CA 94582-4534 U.S.A.
Tel: 1.925.244.1360
Fax: 1.925.244.1359
Email: [email protected]
Richard Ulvila
Program Manager
Leadership & Communities
ASME
Three Park Avenue
New York, NY 10016-5990
Tel: 1.212.591.7863
Fax: 1.212.591.7671
Email: [email protected]
Lee A. Hawkins
Senior Program Manager
Global, Technical, & Affinity Communities
1710 Audrey Drive
Garland, TX 75040 U.S.A.
Tel: 1.972.414.3260
Fax: 1.972.414-3268
Email: [email protected]
Marian Heller
Senior Program Manager, Leadership
Development and Recruitment
ASME
Three Park Avenue
New York, NY 10016-5990
Tel: (212) 591-7079
Fax: (212) 591-7856
Email: [email protected]
20
mos Holt
resident
of Governors
or
n
Operations and
Technical Unit Support
Robert Simmons
President-Elect
Sector Management
Committee
Phil Hamilton
Associate Executive Director
Strategy & Outreach
Strategic Management
Stacey Swisher
Harnetty, SVP
Phil Hamilton
-
Government Relations
Breakthrough Innovation
Entrepreneurship
Environmental Scans
Bill Cousins
Chair
VOLT Academy
Mike Weis
Deputy Executive Director
Operations & Tech Unit
Support
Finance &
Accounting
Information
Technology
Contracts
Centers
Clark McCarrell, SVP
David Soukup
Operations &
Facilities
- Center for Education
- Center for Career and
Professional Advancement.
- Center for Public Awareness
- Center for Leadership & Diversity
Laurel Raso
Human Resources
Phil DiVietro
Publishing and Unit
Support
•Knowledge
& Communities
Knowledge
&
Community
•Rich Laudenate,
SVPSVP
Rich
Laudenat,
Burt Dicht
•ASME Staff Support
• Global Communities
- Global
Communities
• Technical
Communities
- Technical
• Affinity Communities
Communities
• Programs & Activities
- Affinity Communities
• Financial Operations
- Programs & Activities
- Financial Operations
Events
Management
Events
Management
Phyllis Klasky
Publishing
Publishing
Philip DiVietro
21
Our purpose with respect
to the ASME mission
22
The ASME Mission is “Complex” …
 Promote the art, science, and practice of
mechanical engineering
 Encourage original research
 Foster engineering education
 Advance engineering standards
 Promote information exchange
 Broaden usefulness of engineering
 Promote ethical practice
How do you and your Division/Institute fit into the ASME
Mission?
23
Purpose of Operating Units
 Meet the needs of ASME
 Meet the needs of members
 Promote the technical society
 Infuse the ASME with new members
 Draw new members into the ASME
 Provide Professional Development for all members
24
Purpose of Operating Units
provide leadership opportunities
Leadership Activities include:
 Recruiting new members to join the division/institute
 Getting the members engaged through development
of technical sessions at conferences
 Recommending members for “Certificates of
Recognition” and other “Awards”
 Sponsoring the deserving members of the division
for ASME honors and awards
Purpose of Operating Units
provide leadership opportunities
Leadership Activities include:
 Promoting members to assume higher levels of
responsibility
 Appointing qualified members to fill responsible
positions as appropriate
 Monitoring Unit activities and recommend
replacement of any inactive members as
necessary
Purpose of Operating Units
provide leadership opportunities
Leadership Activities include:
 Continually being on the look-out for members
with leadership potential to assume any of the
division officers’ positions
 Studying and recognizing future officers' ability
and commitment to organize, attend and
conduct meetings
 Ensuring that they receive the proper coaching
in order to transition into future leadership roles
Purpose of Operating Units
provide leadership opportunities
Leadership Activities include:
 Prepare a succession plan for the division that can
be executed at any time during his tenure as the
chair
 Select possible successors for different leadership
positions
 Determine the potential candidate’s willingness to
serve
 Define the timeline to transfer the knowledge and
allow the potential successor a chance to shadow
Purpose of Operating Units
provide leadership opportunities
Leadership Activities include:
 Assure that the person leaving his or her position
communicates what went well and what didn't and
suggest what needs to be done differently
 Assure that smooth transition occurs
 Transfer the list of activities from one year to the
next
 Turn over all records including the Committee
Roster
 Make himself available to provide assistance related
to the incoming Chair and division officers
Purpose of Operating Units
provide leadership opportunities
Leadership Activities include:
 Obtain high-ranking industry leaders as speakers
for the conference plenary sessions
 Support and help the Unit’s journals and Serve as a
technical source for preparing position papers
 Recommend new members to Executive
Committee
 Work with the Executive Committee to initiate,
review and recommend to the (ASME) Committee
on Honors, nominations for Society honors and
awards
Purpose of Operating Units
provide leadership opportunities
Leadership Activities include:
 Actively seek out Unit Members deserving of being
recommended for promotion to Fellow
 Organize and support special symposiums at the
conference (i.e. Student Papers Competition, Panel
sessions dealing with emerging Technologies
etc……)
 Initiate, review and recommend funding approval
for scholarships for college students
How Does Your Division/Institute
Contribute to the ASME Mission
of Leadership Development?
 How/where do you/we fit in?
 What is “your/our” purpose?
 Who are your/our “customers”
 What are our plans?
 What is your role?
 What are the metrics for success?
32
Plan For Success
Have we set:
 Goals?
 Developed a 5 to10 year strategic plan?
 Used best practices in Leadership
training program?
 Employed other unit’s best practices?
 Considered joint-conferences?
 Used ASME resources?
33
What defines success for your
Division/Institute?
34
How is Success Defined?








Increase in Primary & Secondary members
Develop Conferences-Technical Seminars
Active Honors and Awards Peogram
Regular Newsletters
Knowledge Development
Knowledge Transfer
Leadership Development
Engagement of Members
35
An Effective, Healthy Division /
Institute Has…

Engaged and motivated members

Financial sustainability

Duties assigned to each officer & committee

Accountability

Leadership training

Succession planning

Opportunities for new volunteers
36
An Effective, Healthy Division /
Institute Has…
 Effective supervision and support of productive
technical committees
 Support of administrative committees;
communications, governance, honors and
awards, advisory boards
 Recognition of volunteer contributions to the
Unit’s mission
 “Family” concept and fellowship
 An awareness of new technical trends and is
responsive to new opportunities
37
Maintain Fundamental Operations
 Support the technical & administrative
committees
 Communicate with your technical group
 Maintain a system of apprenticeship and
succession
 Build a large pool of experienced and capable
volunteers
 Emphasize training
 Maintain a business plan
38
Processes to Assess and Monitor
Division Performance
 Planning tools to compare objectives and
performance
 Strategic plans, business plans, StrengthsWeaknesses-Opportunities-Threats (SWOT)
analyses
 Unit Annual Reports & Plans
 Prepared by Unit leaders (valuable exercise)
• Data gathering, self-assessment, planning, and training
 Reviewed by your Technical Group
• Feedback provided from other Divisions
• Real-time discussion of best-practices and issues
 Provides information to communicate within
ASME
39
Division Annual Reports and Plans
 Committee on Division Operations and Training
(CDOT) is currently re-vamping the Division Annual
Reporting process
 Seeking input on what metrics are important to
 Assess the success of the Unit in meeting its members
needs and expectations
 Assess what the Unit needs in order to meet that
success
 Developing new reporting process that is on-line
and that has auto-filling in of tedious Unit data
 Developing new process for assessing Unit
Health, i.e. “Division/Institute Report Card”
40
Who are our “customers?”
What do we do?
41
Planning Improves Your
Understanding of Your “Customers”
 Seek to understand expectations
 Improve your unit’s operations:






Vision and Mission Statements
SWOT analysis
Strategic and Business Plans
Conduct Unit planning retreats
“Advisory” board of past chairs
Self-assessment via preparation and
review of your Unit’s Annual Report and
Plan
42
Planning Provides Accountability
and Quantifies Progress
Effective tactical plans should:
 Include a “work breakdown” structure:
 Identifiable tasks assigned to specific people
with well-understood expectations
 A process for reviewing and tracking progress
 Include metrics for measuring success
 Include a time-line for evaluating progress
 Failing to Plan is Planning to Fail!
43
Planning and Resources
44
Volunteers are Essential to
Your Division’s Success
 Future leaders of your Unit and the Society
are a result of the volunteer opportunities
that you provide
 Implement a strategy of identifying,
engaging, training, and growing a steady
stream of volunteers
 Maintain an active recognition program
45
Recruiting, Developing, and
Retaining Volunteers
 Strategies to solicit new volunteers into
your Unit’s activities
 Identify and recruit new volunteers
 Provide growth opportunities with
increasing responsibility and impact
 Recognize their contributions!
New members are the “seeds” from
which our future leaders grow!
46
Recruiting, Developing, and
Retaining Volunteers (cont.)
 Strategies to keep experienced leaders
involved in your Unit and ASME
 Opportunities for advisory roles
 Recommend for higher ASME roles
 Recognize their contributions!
We need to keep experienced volunteers
engaged within ASME!
47
Potential Organizational
Resources for Your Division
 Organizations beyond your Unit may be
resources for innovative partnerships
 Consider new opportunities for growth:
 Collaborations with other ASME Units and
Sections: multi-disciplinary topics
 Collaborations with other Societies
 Interactions with universities & companies
 Support and resources within ASME
48
Understanding Your
Financial Resources
 Financial resources enable you to take risks
and accomplish goals:
 Conference, workshop, tutorial proceeds
 Journal revenue sharing
 Corporate donations and sponsorships
 Growth/loss of Custodial Accounts
 ASME initiative-based resources
49
Resources Available within the
Volunteer Leadership Structure
 Your Technical Group Operating Board (TGOB)
 Technical Group Leader (TGL)
 Members-at-Large (MAL)
 Technical Communities Operating Board (TCOB)
 Committees






Publications
Conferences
Division Operations & Training (CDOT)
Honors & Awards
Strategic Planning
Administration & Finance
 Your Vice-President (Luc Geraets)
50
References
51
Serving the Interests of Our Members
 Technical knowledge
 Enthusiastic volunteers
 Information exchange thru




Technical communities
Journals
Conferences
Publications
52
Technical Divisions Are ASME’s
Knowledge Base …
We maintain this base by:
 Sponsorship/Organization of Technical
Conferences
 Participation in Congress of Divisions
 Sponsorship of Technical Journals
 Participation in Cross-Divisional Activities.
 Provide opportunities for Continuing Education
 Participation in Codes & Standards
 Provide Tutorials at Conferences or Meetings
53
Technical Divisions Provide For
Dissemination of Technical
Knowledge …
 Global Communities and Student sections
 Papers and Journals
 Honors and Awards
 New products and services
 Developments in new technologies
 Codes & Standards
 Make Better Engineers and Employees Out of ASME
Members
Operations …: LTC 2010
54
Primary Duties of the
Executive Committees
55
The Executive Committee’s
Three Main Responsibilities
1.
Maintain the health of the technical committees
2.
Develop a large pool of trained volunteers
3.
Run a financially sound divisions/institutes
56
What are your responsibilities as an
Executive Committee Member?
57
You are a
Division / Institute Leader
to ensure that Divisions / Institutes:
 Serve membership and constituents
 Operate in a fiscally sound manner
 Recruit new leaders
 Report to membership and ASME
 Recruit and Develop New Leaders
58
Units Serve Membership and
Broader Technical Community
 All Units are not homogeneous, but nearly all
have some common aspects
 Organized around a technical topic
 Provide dissemination of technical info
• Conferences, Journals, Workshops, Tutorials
 Serve membership and colleagues
• Information - Division Newsletters
• Recognize membership - Honors and Awards
59
Business Elements to Address …
 Logistical aspects of conferences:
 Conference approval forms, Business plans and budgets,
locations, dates, Coordination with stakeholders, Report
results
 Logistical aspects of journals:
 Budget, Appointment of editors, Approval of associate
editors
 Maintain By-Laws and Operating Guides
 Manage Custodial Accounts
 Administer honors and awards
 Support Government Relations
 Support new initiatives
60
How to Maintain
Healthy Technical Committees …
 Monitor activities, leadership, and activities
 Train Leadership and maintain officer succession
 Provide resources
 Recruit Executive Committee leadership from
technical committees
 Initiate new technical committees and “sunset” others
as appropriate
 Encourage collaboration with other technical
communities
61
Elements to Build a Pool of
Trained Volunteers …
 Apprenticeships
 Assignments for exposure and growth
 Maintain Operating Guides
 Scheduled training
 Business planning retreats
 Frequent communications
 Peer review participation
62
The Most Important Element of Training is
Apprenticeship and Succession
Potential Succession of Executive Committee Member
Administrative Committees
Technical Committees
63
The Most Important Element of Training is
Apprenticeship and Succession
PVP Organization
POSITION
04-05
05-06
06-07
07-08
08-09
09-10
10-11
Senate President
VC&H
Senate Historian
C
Division Chair
Division ViceChair
Honors Chair
Communication
Chair
Programs Chair
VC
11-12
12-13
Pres
Step 3
13-14
14-15
Yr 7
Step 3
Yr 6
Yr 5
4 year Training Period
Newly Elected EC Step 1
16-17
Yr 8
Step 4
Step 2
15-16
Yr 1
Years 2-3-4
Professional Dev.
Chair
Membership Chair
International Chair
64
1718
Shadowing – Apprenticing – Training
Copy on all relevant correspondence
Invite to participate in teleconferences
Invite to attend meetings
 Social, business, planning
Serve as Officers on Technical Committees
Serve on Administrative Committees
65
Apply Good Leadership Practices
 Training and workshops at conferences
 Recognize efforts of supporters
 Develop Technical Chapters (as applicable)
 Requires personnel in an area
 Provide training for EC at retreats
 Promote the family concept at all levels
 Communicate – Communicate - Communicate
66
Importance of Effective
Communications with Members
 “Downward and Outward” communications to
your Unit’s membership
 Newsletters
• Important value for many members who don’t
participate directly in the Divisions
• Templates are available
 Division/institute web pages
• Request assistance via the Volunteer E-Request
Tool (VERT)
 Emails to Units lists
• Specific events or communications
• Contact your ASME Staff person
67
Importance of Effective
Communications within ASME
 “Upward” communications within the ASME to
volunteer leadership and staff
 We are accountable for using our ASME resources
(financial) effectively
 Communicating your Unit’s successes and
innovative activities allows your volunteer leadership
to better represent you
 Many other volunteers and staff may not be aware
and appreciate your activities!
Help your leaders to better represent you!
68
Leader’s “Stay-out-of-Jail” Advice
 Operate within Society processes & guidelines
 Conference organization requires approval via
Conference Planning Tool
 ALWAYS seek ASME guidance for contracts
and financial commitments
 NEVER sign contracts or make financial
commitments
 Complete Division Annual Report and Plan
69
ASME Policy 12.1: Business
Practices of Conferences and Events:
ASME POLICY 12.1-REVISION June 12, 2011
http://committees.asme.org/K&C/CPC/home.cfm
Background
 Rewrite largely necessitated by dictates in new IRS Federal Tax Form
990 for not-for-profit organizations
 Requires increased focus on good governance, accountability and
oversight practices
 No major revision to the Policy in more than 10 years
 K&C-led team, including a majority of experienced volunteer
conference organizers, helped write the revised policy
Intended Outcomes
 Fair, uniform open conference planning
 Forum for sharing best practices across all ASME Sectors
 A how-to procedure
 Sound business practices for sustainable conferences
 Conforming to IRS nonprofit requirements
 Flexibility planning in an open Society
70
ASME Policy 12.1 - Revision
What are the Major Changes?
1. Open bidding process for event services
2. Use of Letter of Intent
3. Audit requirements
P12.1 Key Provisions:
1. Classification of Events
2. Business Plans and Budgets
3. Events Management
4. Legal Procedures
5. Approval Criteria
6. Audit and Financial Reporting
7. Publications
71
Exercises –
Practical Applications
72
Group Exercises
Given:
 A description of an issue or a challenge that
you or your Division/institute is facing
(handout)
Your Task:
 At your table, brainstorm several potential
plans to improve the situation
 Consider the pros/cons of your options
 Select a plan to implement
 Prepare to discuss your plan with the group
73
Summary of Operations Sessions
We should now have an understanding of:





The goals and mission of your Unit
Your “customers” and members needs
Where you fit into ASME
Where to seek assistance when needed
Your primary duties as an Executive Committee
Member
 Metrics for success
 Planning concepts and resources
74
That’s All Great, But What Now?
 What are the major opportunities for you to
improve your Unit?
 What goals will you set for yourself and the
Unit to realize these opportunities?
 How will you know if you’ve succeeded?
 After your tenure as a Unit leader is
completed, what will be your legacy?
Make a difference and make it count!
75
More Opportunities for You at LTC
 Get your schedules out and attend the
sessions that were generated for you
 If there are several of you here, split up and
attend different sessions then discuss what
you have learned
 Enjoy the fellowship and camaraderie of
your fellow volunteer leaders
76
Thank You!
Remember:
The technical divisions and
institutes
Provide great opportunities for
YOU
to make a difference to
ASME
and its members
Questions?
77
Leading a Unit –
Divisions/Institutes
For questions or comments
Bill Bees – Artin Dermenjian
[email protected]
Artin.a.dermenjian@sargentlundy
.com
Presentation available at
events.asme.org/LTC12/
home.cfm
78