Transcript GBCAACN Birmingham Chapter - American Association of

The Dead President's Society:
Chapter Succession Planning
Course Code:
As a courtesy to other participants,
please turn cell phones and pagers to silent mode
Thank You
Objectives
At the end of the session the participant will:
1. Describe the concept of succession planning.
2. Discuss relevancy of incorporating succession
planning into chapter strategic planning
3. Explore opportunities for hardwiring succession
planning activities into chapter operations.
Succession Planning
Succession planning is a
process whereby your chapter
ensures that members are
recruited and developed to fill
each key role within the
chapter.
Succession Planning should…..
 Recruit
new members
 Retain current members
 Develop skill sets
 Role model leadership competencies
AACN Leadership Competencies

Self-Leadership: to assess, manage and develop yourself in
order to preserve and optimize relationships and add value to
the outcomes of one’s organization.

Global Thinking: to think beyond your current role and
practice and apply new perspectives that will improve and
optimize your role and practice.

Consensus Building: to achieve practical consensus within
groups to promote strong teamwork and garner commitment
and participation of others to achieve solutions and effect
positive change.

Delivering Effective Messages: to deliver effective messages
in order to motivate others to thought and action.
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Knowing and Committing to AACN: to demonstrate
knowledge and commitment to the mission, values and work of
AACN in order to optimize outcomes for nurses and patients
and their families.
So what are the obstacles to
good succession planning?
Competing obligations, time, resources
 Not enough of you to go around…leaders
wearing multiple hats
 Recycling of chapter leaders
 The hidden agenda – in our work life we
may actually be competitors which can lead
to an atmosphere of distrust amongst
members of the chapter and/or chapter
leaders
 Lack of forethought
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Hardwiring
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Quint Studer of the The Studer Group
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Creating a Culture of Service and
Operational Excellence that drives
results
 Hardwire:
The process by which a chapter
integrates actions and beliefs into the
routine operations to ensure it becomes
a habit and is done
 Best way to hardwire…..chapter
calendar.
Hardwiring Calendar
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Recruitment
 Membership drive
 Visits to schools of nursing or hospitals
Retention
 Educational programs
 Taste of NTI – members that attend speak at the next chapter
meeting….bring back pictures, poster of what they learned, or give-aways
from exhibit hall
 Recognition of member achievement – CCRN Luncheon, Circle of
excellence awards for your community
Professional Development
 Support chapter leaders to attend Leadership workshop
Role model
 Coaching and mentoring time
July 2007
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Strategic Planning
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A systematic methodology to plan future Chapter
activities…
 Establish a 1-3 year vision for the chapter
 Evaluate previous activities
 Plan Programs
 Meet needs of the Membership
 Analyze function of the chapter operations
 Identify resources and how they will be used
Strategic Planning Process:
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Assessment: Collect some information before your
meeting:
 Understand your demographics of your members
 Copy of financial expenditures from last year
 Survey members of your chapter
 AACN Resources
 WWW.AACN.ORG/Chapters
 http://health.groups.yahoo.com/group/aacncha
pterlistserv/
 Chapter Advisor for your Region
Strategic Planning Process:
Assessment of Chapter
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Prepare for your strategic planning meeting
 Agenda
 Activities
 Refreshments
 A place: free of distractions, pleasant,
comfortable
 A home
 Community meeting place: library, school
 Hotel conference room
 Avoid a hospital meeting room unless offsite
Strategic Planning Process
 Get
key players together
 Communicate ahead of time
 get commitment to participate
 Time frame
 Agenda with time limits
 Establish ground rules
 Commit to working and having fun
Strategic Planning
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Ice breakers –
 Dinner Party –
 Starfish story –
Strategic Planning Process:
Select a tool/ method
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SWOT Analysis - brainstorming technique to generate a
list to identify:
Strengths of your chapter/community/members
 Weaknesses
 Opportunities – programs, growth, activities
 Threats – what could prevent accomplishments
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GAP Analysis
 how far is chapter from goal
 What actions steps are necessary to reach goal?
Gap Analysis
Type
Item
Is there a Why is this important?
gap?
What’s your evidence
to support making it a
Y/N
priority?
Opportunity Chapter
recognizes
member
accomplishments
Y
Chapter best practice
initiative identified from
LDW @ NTI
Threat
Decreasing
chapter
membership
Y
Survey of nurses identified
that people want to join but
don’t know what your
chapter is doing
Weakness
Made the “not in
good standing
list” last year
Y
Last President had to submit
reports late in order to
attend LDW at NTI
Strategic Planning Process:
Develop your plan
Brainstorm action steps
 Identify person responsible
 Set Goals….think “SMART”
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Strategic Planning Process:
Creating S.M.A.R.T. Goals
Specific
Measurable
Attainable (but consider stretch goals)
Realistic
Time Frame
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Increase chapter membership by 10% in 12 months.
Offer a CCRN review course by January 2008.
Coordinate fundraisers to raise $2,000 for NTI
scholarships by February 2008.
Gap Analysis Becomes Action plan
Criteria , Threat
or Opportunity
Action
Steps
Who
Demonstrates
meaningful
recognition of
member
accomplishments
Certification
Luncheon
Hospitality
Chairman
Local Circle
of Awards
President
Remain in good
standing with
national AACN
Financial
Treasurer
Membership
Membership
Chair
President
New officer
list
Time Frame
January 2008
April 2008
11/ 15, 2/15
5/15, 8/ 15
1/1
5/15
Strategic Planning Process:
Implementation
Make a commitment to implement your
plan
 Periodically evaluate progress
 is the evaluation process hardwired into
your chapter operations?
 Ex: Make action plan review part of
each board agenda
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"O' Captain, My Captain"….. Be the
leader you wish to see
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How do your members and your institution
leaders view your chapter and chapter
activities?
Do members believe that your activities are
relevant to their issues?
 Do you listen, are you visible, do you layer
communication?
 Does your chapter take on issues challenging
institutions in your community?
 Ask nurse leaders in your institutions and
academic programs for their insights
 Communicate that you share common goals

"O' Captain, My Captain"…..
Be the leader you wish to see
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Do institutional leaders support you directly or
indirectly ….. Have you asked for that support?
 Are institutional leaders members of your
chapter?
 Let them know that you are trying to create
leadership skills for the next generation of
nurse leaders
 If leaders reimburse for education fees, ask
them to only sponsor at the member rate
 Recognized on Performance Evaluations
Be patient….A ”No” today could be a “Yes”
tomorrow
Is your chapter a
Healthy Work Environment?
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Skilled communication
True collaboration
Effective decision making
Appropriate staffing
Meaningful recognition
Authentic leadership
Role modeling leadership
It's as easy as PIE
Chapter Success-ion Stories
Greater Phoenix Area Chapter
 Houston Gulf Coast Chapter
 Greater New Orleans Chapter
 Greater Birmingham Chapter
 Region 5
 Three Rivers Chapter
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Inspiring the next generation:
Greater Phoenix Area
Chapter
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Sue Hurst RN MSN CCRN CNRN
Their theme for 2006-2007:
 Instilling hope and care in the next generation
How they hardwire their theme into operations:
 Theme is on their website
 Formally mentor new Board members over 6
months so that they can learn their new roles
before stepping into their role
 Engage nursing students in board meetings for
learning leadership skills
Banking on Success:
Houston Gulf Coast
Chapter
Points
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Activity
Attendance at chapter meeting
Attendance at Board Meeting
Attendance at committee meeting
Write article for newsletter
Do an educational presentation
Recruit a member
CCRN/PCCN (one time)
Officer or committee chairman
When recycling may
be ok: Greater New
Orleans Chapter
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Problem…..Hurricane Katrina
 Lost a lot of members
 Existing members really challenged with
competing priorities
 Needed strong leadership to keep chapter going
Solution…..Tap into previous leaders with great
experience to handle the difficult transition period
Past President and past Chapter Advisor Liz Stevens
RN BSN CCRN elected to the 2007-2008
Presidency
Birmingham Chapter -Sharon Watson
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Chapter collaborated with Capstone College School of
Nursing at University of Alabama through chapter member
Dr. Angela Collins to introduce students to the power of
professional organizations
 Essay contest for students offering 3 academic grants
 Free AACN membership for 1 year
 AACN – College network night – 40 students participated
 Benefits of membership to a professional nursing
organization
 Leadership development opportunities
 Nurse Link – program to tutor students in certain
subjects
 Poster - CS211 “Engaging The Next Generation
In The Power Of AACN”
Leadership Development
Region 5 (NC, SC)
Jan Teal, RN-BC, MSN, CCRN
 Healthy Chapter Environments
 Conflict Management
 Strategic Planning
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Three Rivers Chapter in
Pittsburgh - Merrikay Fausti
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Celebrated their 25th Anniversary on May 10
 25 different Presidents. No repeats.
The board consists of 10-12 people in various positions.
Sometimes the new person is added as a co-chair.
 Board structure has a succession plan of offices held as
the person advances up the board
 Recruit members during educational programs and
CCRN-PCCN Review Courses
 At college fairs - set up a booth and talk to nursing
students about the benefits of nursing.
 Future Vision - They hope to start going to high schools
and invite the Future Nurses Clubs to some on our
educational offerings.
Greater New Orleans Chapter
“The Minute Men” –
Michelle Rihner
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President BSN CCRN
Chapter Advisor -Denise Bonura-Henry BSN CCRN
Engaging members in chapter activities
 President chairs “Minute Man Committee”
 “Staffing or Labor Pool” for chapters
 Members sign up anytime on a roster and may be
called for special projects or tasks: registration,
picking up items, etc.
 Can say no with out guilt
The Dead President's Society
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Past President’s retire, but remain as advisor to the president
How it works…..the Dead Presidents remain visible
 Attend Board meetings
 Phone call or email away to the current president
 have a lunch away just to talk
What’s in it for current leaders?
 Resource: Does not have a vote, but can offer perspective,
experience and insight…but it’s always the board’s decision
 Reassurance to the next leader “I’ve got your back, Man!!”
What’s in it for “ The Dead President”
 still valued and respected for their service to the community
Note of caution
 Sometimes need to step back and let others fly
 Let the board take the direction and don’t get hung up on
how it “used to be”
 Consider channeling talents to the next level as a regional or
national volunteer
Speaking of Succession
Planning……So, what’s next for you???
Transition leadership skills into a career
opportunity?
 Interested in learning how to become
involved at the regional or national level?

http://www.aacn.org/
AACN Volunteer Descriptions
Purpose of the Group
 Charges of the Group
 Qualifications for membership
 Application/selection process
 Function of the Staff Liaison
 Workload and timeline

AACN Work Groups
AACN Board Liaison Program
API Work Group (formally the advanced practice group)
Awards Review Panel
Chapter Advisory Team
Continuing Education Review Panel
Distinguished Lecturer Panel
Ethics Work Group (not meeting in FY08)
Healthy work Environment Standards Work Group
(not meeting in FY08)
NTI Work Group
Research and Creative Solutions
Abstract Review Panel
Research Grant Review Panel
Evidence Based Practice Resource Work Group
(Group formerly Research Work Group)
Scholarship Review Panel