Transcript ASTD Chapter Leader’s “Onboarding” Process Generated by the Leadership Development Team

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ASTD Chapter Leader’s
“Onboarding” Process
Generated by the
Leadership Development Team
2006
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Onboarding Process
ASTD Member
Local & National
Review Onboarding
information
Attend ICE
Attend meetings
Get involved as
A committee member
Attend ALC
Feedback
Performance
Elected to
BOD Position
Develop
Chapter plan &
measures
Start Succession
Plans early
Key Areas of the Process
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Area 1 - The Role of ASTD Leaders
Area 2 - Understanding ASTD
Area 3 - Working with your new team
Area 4 - Developing a Chapter Plan
Area 5 - Tracking progress
Area 6 - Celebrating success
Area 7 - About chapter growth
Area 8 - Financial considerations
Area 9 - Bench strength and succession plans
In Presentation mode, click on any yellow button to go
directly to that section.
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Area 1
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Lifeblood of the Organization
• Local Chapter leaders are the
essential component of ASTD
strength.
• The level of success for any
chapter will depend on the caliber
of leadership in the BOD.
• Running a chapter is similar to
running a small business. It is great
experience and hard work.
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Working with volunteers
• Working with volunteers is
very different from working
with paid employees.
• Leaders need a different set
of skills to be successful.
• This presentation will help set
you up for success.
Key Areas of the Process
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Area 1 - The Role of ASTD Leaders
Area 2 - Understanding ASTD
Area 3 - Working with your new team
Area 4 - Developing a Chapter Plan
Area 5 - Tracking progress
Area 6 - Celebrating success
Area 7 - About chapter growth
Area 8 - Financial considerations
Area 9 - Bench strength and succession plans
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Area 2
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The ASTD Organization
• ASTD is a large and complex
organization.
• There are numerous services to
help your chapter be successful,
but you must know about them
and use them properly.
• This presentation starts by
understanding more about ASTD.
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About ASTD
62 years old
140 Local Chapters
24 Global Networks
70K members
worldwide
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ASTD Mission and Vision
Mission: Through exceptional
learning and performance, we
create a world that works better.
Vision: A world-wide leader in
workplace learning and
performance
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How do I get to the ASTD Website?
• http://www.astd.org/astd/welcome_member
• Contains thousands of topics under the following headings
with dozens of subheadings:
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Membership
Publications
Conferences
Education
Research
Careers
Resources
Marketplace
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ASTD News Service
• T+D Magazine – monthly hard copy
magazine
• New T+D Webcasts – periodic interactive
webcasts
• ASTD Links – monthly guidance through
case studies and articles
• The Buzz – keep up with T&D information
from over 7000 publications worldwide
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ASTD Research
• Workplace learning and performance trends
reported annually from the most
comprehensive set of data available on
workplace learning and performance.
• Gathered across many industry sectors
along with analysis of ASTD Benchmarking
Forum members, and BEST Award winners.
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ASTD Online Services
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ASTD Connect – Professional networking at its virtual best.
The WLP Scorecard – collects your data and benchmarks.
Career Center and Job Bank – helps you focus on your career.
Literature Search “Trainit” Database – save hours of research
time.
• Executive books – get in touch and win an online library of book
summaries
• Hot topics – Super-charged reading list
• HR White Papers – partnership with SHRM
• Member Directory – Instant networking with other T&D
professionals around the world.
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ASTD Certificate Programs
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Assessment 101 Online
Bottomline ROI
Business Academy
Designing Learning
E-Learning Instructional Design
Facilitating Organizational Change
Human Performance Improvement Program
Managing Organizational Knowledge
Managing the Learning Function
Measuring and Evaluating Learning
Rapid Interactive Design for E-Learning
ROI Skill Building
Test Design and Delivery
Training
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CPLP - Certified Professional in Learning and Performance
• Workplace learning and performance
professionals may now earn the certification
for the profession: the CPLP
• Enhance credibility and prove value in an
increasingly competitive marketplace.
• ASTD supports the credential through
continuing education programs, webcasts
and publications.
• Visit www.cplp.astd.org for details.
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ASTD Volunteer Groups
Board of
Directors
National
Advisor for
Chapters (NAC)
One Voice
Talent
Management
Leadership
Development
Team (LDT)
Sharing Our
Success (SOS)
Balanced
Scorecard
CORE
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ASTD Organizational Relationships
Executive Staff
Board of
Directors
National
Advisor for
Chapters (NAC)
One Voice
Talent
Management
Leadership
Development
Team (LDT)
Sharing Our
Success (SOS)
Balanced
Scorecard
Membership
& Chapter
Services
CORE
Chapters
& Global Networks
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ASTD Organizational Relationships
MCS Staff:
Gina, Farzana, Theresa,
Torri, Jonathan
National
Advisor for
Chapters (NAC)
Chapters
& Global Networks
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What is OneVoice?
This is a major program that is
supported and driven by the National
Organization. Here is a brief
description.
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Project Background
• Board Strategy: Enhance Value Proposition
and Market Position of the Society
– Consistent member experience
– Integrity of the ASTD brand
– Value for WLP professional throughout lifecycle
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Project Background
• ASTD Chapter Network
– Requests for more resources, tools, and templates
– Challenges
• Membership acquisition and retention
• Leadership orientation, development, and succession
planning
• Chapter management, especially financial
• CORE compliance
• Involving senior practitioners and CLOs
• Managing volunteers
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OneVoice Team
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Sharon Wingron, Team Leader, NAC & St. Louis Chapter
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Troy Achong, Los Angeles Chapter President
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Lois Bradley, Pittsburgh Chapter Immediate Past President
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LuRae Crawford, NAC & Central Iowa Chapter
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Mike Cummings, East Tennessee Chapter President-Elect
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Rebecca Hacker, NY Metro Chapter President
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Lisa Hayes, NAC, CORE Committee Chair, & Nebraska Chapter
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Theresa Hummel Krallinger, NAC & Philadelphia Chapter
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Jim Maddock, NAC & Puget Sound Chapter
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Katie O’Neill, national ASTD member
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Carol Scanga, DC Metro Chapter
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Ken Stein, Space Coast Chapter President
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“As-Is” Situation
• Sincere desire across all stakeholders to meet the
needs of the profession and to create greater
alignment within the organization.
• Often a lack of understanding of the needs of
national from the chapters and of chapters from the
Society.
• Lack of clearly defined roles, responsibilities, and
accountabilities between chapter and national.
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“To-Be” Vision
• ASTD is a partnership through which national and
chapters collaborate to meet the needs of the
profession and to impact organizational results
through:
– clarified roles, responsibilities, and accountabilities
– alignment of strategies and consistency of
messages
– active, mutual support, and resources
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Team Deliverable
• Recommend a national/chapter operating
model that addresses:
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consistent messages (brand)
continuity/sustainable system
collaboration in products and services
financial relationship
operational efficiencies between chapters and
national
– synergies amongst chapters
– consistent quality and value in customer
experience
– scalability for chapter size/health and WLP
professional lifecycle
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Key Requirements
• Equal, open lines of communication vertically and
horizontally toward accomplishing the goals of
ASTD.
• Documented measurable standards that chapters
must meet to stay affiliated and to provide
minimum expected value to members.
• Documented measurable standards that national
must meet to provide minimum expected value to
members and chapters.
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Key Requirements
• Set of materials and resources that are required
to be used across the organization to gain
operational efficiencies and to accomplish a
consistent look and feel.
• Leverages existing or in-process ASTD initiatives
(technology updates, international expansion,
CORE compliance) and advances ASTD’s
strategies.
• Flexibility in the business model in consideration
of chapter elements (not one size fits all).
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Key Requirements
• Each entity remains financially healthy, not
to the detriment of the other.
• Defined roles and responsibilities that foster
collaboration and shared decision-making,
allowing for decisions to be made at the
appropriate organizational levels.
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Resources for ASTD Leaders
• What keeps you up at night?
– What resources do you need to do you job?
• Don’t re-invent the wheel… find it on-line!
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ASTD Acronyms
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ALC – ASTD Leaders Conference
ALI – ASTD Leadership Institute
C & B – Cookies and Books
CBS – Chapter Billing Service
CHIPS – Chapter Incentive Program
CLCM – Chapter Leader Competency Model
CORE – Chapter Operating Requirements
CPLP – Certified Professional Learning &
Performance
ICE – International Conference & Exposition
LDT – Leadership Development Team
LMS – Learning Management System
MCS – Membership & Chapter Services
NAC – National Advisor for Chapter
OV – One Voice
RFP – Request for Proposal
SME – Subject Matter Expert
SOS – Sharing Our Success
Nomenclature definitions
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What is:
– Chapter Leader Community
http://www.astd.org/ASTD/Membership/Local_Chapters/clc_home.htm
– Chapter Leader Connection Newsletter
– http://www.astd.org/ASTD/Membership/local_chapters/tools/tools_samples.htm
– Chapter yahoo group
– http://community.astd.org/eve/ubb.x?a=frm&s=4201061&f=1501041
– Chapter Billing Service (CBS)
– http://www.astd.org/ASTD/Membership/local_chapters/cbs/cbs_home.htm
– Chapter Incentive Program
– http://www.astd.org/ASTD/Membership/local_chapters/chip/chip_home.htm
– Web portal pilot http://chapters.astsps.org/sites/Baton%20Rouge%20Chapter
– Education Partnership Program (what is this?)
– ALC http://www.astd.org/astd/membership/local_chapters/astd_leaders_conference
– SOS http://www.astd.org/ASTD/Membership/local_chapters/sos/sos_home.htm
– Chapter of the Month (COM)
http://www.astd.org/ASTD/Membership/local_chapters/chapter_month/chapter_mont
h_home.htm
– National Advisors for Chapters (NAC)
– http://www.astd.org/ASTD/Membership/local_chapters/nac/nac_home.htm
– Certified Professional in Learning and Performance (CPLP)
– http://www.astd.org/astd/Competency/Certification+Institute
Note: The link to the “yahoo group” is actually the link to the on-line discussion board
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SOS – Sharing Our Success
• Benchmark the best practices from
successful ASTD chapters.
• Log on to the following website:
http://www.astd.org/ASTD/Membershi
p/local_chapters/sos/sos_home.htm
What resources are available to me from 35
headquarters to help me run my chapter like a
business?
• Your Regional Chapter Coach is your
primary advisor and available to present
for your board.
• Samples and best practices from other
chapters (CORE link and SOS link)
• Leader Guides on many chapter
management topics (link from the CLC)
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How do I update my chapter’s information
on the chapter locator?
- Send that information to Theresa
McConnell [email protected] For
now, we hope to hire a new staff
person for these and other chapter
recording areas.
- Link to the form on the CLC
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How do I request a speaker from
headquarters to come speak at my
chapter?
• Use the form online-
• http://www.astd.org/ASTD/Membership/Loc
al_Chapters/speaker_request_form
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How do I get marketing materials on national
programs and products?
• Use the form online. Orders will be fulfilled on
or around the 1st and the 15th of each month;
please allow 30 days after your request date
for delivery.
• http://www.astd.org/ASTD/Membership/Local_
Chapters/MarketingMaterialsRequestForm
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How do I get a list of national members in my
area?
• Request that
information from
Theresa McConnell
[email protected]
• Contact your chapter
coach
About NAC
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Mission: To serve as advisors, advocates, and mentors within ASTD on matters
of chapter management and operations to ensure high quality service to
members.
Vision: The National Advisor for Chapters partners with ASTD leadership for One
ASTD in understanding and addressing member needs. We fulfill our mission and
achieve our vision through a commitment to people, learning, and performance.
Official Duties and Responsibilities
The National Advisors for Chapters is charged with providing strategic direction
and leadership in the development and support of ASTD chapters and members.
As an advisory and resource link, major functions include :
•advising and coaching chapters about ASTD initiatives
•linking chapters with common needs
•identifying & sharing best practices
•advising ASTD staff about issues of importance to chapters
•identifying and examining future roles for chapters
•bringing issues of interest to chapters to the attention of the Board of Directors
•ensuring that the needs of chapters are recognized by the Society.
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About the CORE Team
• Mission & Vision – To work in partnership
with ASTD national staff and NAC in
providing chapter leaders with the support,
knowledge, and resources needed to
comply with ASTD’s CORE standard
• Values – Accountability, Quality Service,
Open Communication and collaboration,
Respect, Integrity, and Fairness.
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Leadership Development Team
• Vision - Current and future chapter leaders will
actively seek and use solutions and
development opportunities that grow and
sustain a community in which Workplace
Learning and Performance thrives.
• Mission - To engage current and future chapter
leaders with an integrated competency-based
learning and support system that improves and
sustains the vitality of ASTD chapters.
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Talent Management
• Competency-based Talent Management helps
organizations fill openings in key jobs and avoid
productivity loss and maintain competitive advantage.
• Organizations retain top talent and build on the
investment it has made in its employees, by preparing
them for future positions.
• There is a much higher degree of success for lateral and
upward moves if the competencies required for the job
are matched with the competencies of those individuals
applying for the position. Mistakes and costly decisions
can be avoided.
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Balanced Scorecard
• To provide the organization with measures
that are linked to chapter and national
success.
• Develop a scorecard that includes all
relevant measures weighted so that the
total measure takes into consideration the
importance of each individual measure for
the organization.
Key Areas of the Process
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Area 1 - The Role of ASTD Leaders
Area 2 - Understanding ASTD
Area 3 - Working with your new team
Area 4 - Developing a Chapter Plan
Area 5 - Tracking progress
Area 6 - Celebrating success
Area 7 - About chapter growth
Area 8 - Financial considerations
Area 9 - Bench strength and succession plans
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Area 3
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The heart of Leadership
Establish the
Right environment
Style
Trust
Outlook
Passion
Communication
Strength/ Courage
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Working with your new team
Major issues
For the
New leader
Is the organization
Running smoothly
Or struggling?
Level of support from BOD
members
Is the chapter CORE
Compliant ?
Chapter reputation
In the community
Is there a solid plan
For the chapter ?
Level of TRUST on
The BOD
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A Blueprint for Building an Effective Team
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Team infrastructure
Building trust
Collaboration
Team problem areas
Resources
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Joining Your Chapter’s Leadership Team
So … they’ve called you off
the bench, slapped a
number on your jersey,
patted you on the back, and
told you to go in there and
give it your best. Now
what?
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Team Infrastructure
• Make sure all positions are documented with
expected roles for each.
• Try to have a back-up for each position on the
board. For example, the VP Finance might be
the back up for the VP membership.
• Each BOD VP should have a committee to help
share the load. Committee size will vary
depending on the needs.
• Have a committee person prepared to step up
in case the VP has a health problem or career
change etc. and has to drop out of the BOD.
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Building Trust - The Currency of Effective
Teams
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Trust - it’s the Currency of Effective
Teams
Invest in team development,
especially as the team is forming
Mentor new Board members
Create a Team Charter and a
strategic plan as a team building
activity.
Establish team norms including
celebrations for success.
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Gathering Some Basic Facts
• Where is the chapter in the life
cycle – new? On the decline?
• How financially stable is the
chapter?
• What is the local economy and
political climate like?
• Is there good bench strength on the
BOD or have the same people been
doing all the work?
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Create a Team Checklist
Yes
Needs
Work
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Can each chapter officer describe what the other
officers and committee chairs do?
Can each chapter officer contact other officers and
committee chairs by phone, by mail, by fax, by
email?
Does the chapter executive board consistently
have a quorum at its meetings?
Is there a regular sequence for routing key
information and materials from officer to officer?
Do Chapter officers monitor board progress with
use of a written 12-18 month planning calendar?
Are Chapter archives maintained and indexed for
easy access?
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Schedule an Annual or Semi-annual Retreat
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Purpose of the retreat should place greater emphasis on
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Introductions and relationship-building
Strategic level issues rather than operational/tactical
Retreat should be treated as a significant event, with sufficient time
scheduled to accomplish its objectives (typically a full-day event)
Invite out-going, incoming officers and other key chapter leaders
(forum leaders, volunteer coordinator, committee chairs, past
presidents, etc.)
Use a competent facilitator, typically one not currently serving on
the board, such as
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Local member volunteering to serve as facilitator
Your ASTD area manager (contact ASTD Membership office, 703-6838177)
Member of National ASTD teams, including National Advisors for
Chapters, Leadership Development Team, Share Our Success, and
CORE (listed on the national website at www.astd.org
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Schedule an Annual or Semi-annual Retreat
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Portion of the retreat should be devoted to
building relationships
– Introducing new members
– Discovering each others’ experience,
interests, responsibilities, talents
Though the overall purpose has a serious
intent, the agenda can be filled with stimulating
and enjoyable teambuilding exercises
– Experiential exercises (such as Pfeiffer’s
Annual)
– Outdoor/adventure exercises (such as
ropes exercises)
– Arts (such as composing a team anthem
or drawing team collage)
Schedule an Annual or Semi-annual Retreat
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Portion of the retreat should be devoted to clarifying roles
– What you expect of your own role; what others expect
of your role
– What you expect of others’ roles; what they expect of
their own roles
– Discovering common ground: areas where you can
find agreement about what is expected in your role as
a chapter leader
Attention should also be given to
– What are our top priorities: of my position; of our
board as a whole?
– What obstacles/blockages need to be addressed?
– What criteria will be used to measure success at the
end of the year?
– What can be done to keep individual goals and
situations (demands of work/family) aligned with the
plans and needs of the chapter?
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Actions you can take as a new chapter leader
• Establish your local chapter leader network
– Take the initiative and contact other board
members and chapter leaders (committee chairs,
senior members, etc.)
• Ask questions (How do you…? Where do I get
information about …? Who do I contact about …?
• Build your regional/national network
– Plan to attend ALC each year
– Use online resources such as ALI (yup, right here!)
– Contact leaders in neighboring chapters by finding
them in chapter leaders directory or your area
manager (www.astd.org)
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Actions you can take as an experienced chapter
leader
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Contact new chapter leaders to welcome them,
introduce yourself, and offer assistance
Develop a mentoring or coaching process that pairs
experienced leaders with new members of the team
Ensure that new members have all the “basics”, such
as
– Annual plan and budget
– List of CORE requirements
– Position descriptions for all chapter leader
positions
– Board policies and procedures, forms
[A board handbook or guide is recommended; updated regularly;
can be hard copy and/or digital copy]
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Build Team Communication Channels
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Explore the use of collaborative tools
such as Yahoo Groups and Moodle
– Find resources within your chapter
to help set-up the system and train
chapter leaders in use
Archive important chapter and board
documents in a location easily
accessed by officers
Use group e-mails and conference calls
to keep all team members up to date.
Key Areas of the Process
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Area 1 - The Role of ASTD Leaders
Area 2 - Understanding ASTD
Area 3 - Working with your new team
Area 4 - Developing a Chapter Plan
Area 5 - Tracking progress
Area 6 - Celebrating success
Area 7 - About chapter growth
Area 8 - Financial considerations
Area 9 - Bench strength and succession plans
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Area 4
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Developing a Chapter Plan
Values
Vision
Customer
Focus
Mission
Strategic
Plan
Tactics
Behaviors &
Change cycles
Implementation
SWOT
Feedback
Loop
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Why Strategic Planning?
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Clearly define the chapter’s purpose
Communicate goals to the members
Develop ownership in the plan
Ensure effective use of chapter resources
Provide a means of measuring progress
Strategic Planning (in nonprofit or for-profit organizations)
Carter McNamara, PhD
Chapter Performance Model
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(Analysis and Planning)
Performance Analysis
Strategic
Objective
s
Cause Analysis
“Should”
Performance
GAP
Competing Priorities
Professional Goals
Lack of:
Strategic Plan
Consequences
Visioning
Rewards
Culture Change
Information
Succession Plan
Feedback
Recruiting
Tools
Mentoring
Motives
Leadership
Expectations
Team Building
KSA’s
Training
Evaluate
Environment
Intervention
Implement
“Is”
Performance
Role Expectations
Based on a model developed by Dana G. Robinson and James C. Robinson in Performance Consulting: Moving Beyond Training.
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Analyzing the Current State
• Understanding the “Is” Performance
– Chapter performance
• Financial
• Membership Retention
– Member involvement
– Environmental Factors
• Organizational support
• Community support
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Determine Cause
(Understanding the Performance GAP)
• Factors contributing to “Is”
Performance
– Conduct a Member Needs Assessment
– Analyze feedback from Meeting
Evaluations
– Conduct a SWOT Analysis
• Obstacles to “Should” Performance
– Identify barriers
– Identify the “Competition”
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Seeing the Future
• Determine where the chapter
“Should” be
– Align with ASTD International
Goals
– Identify the future state of the
profession
– Understand member goals
and needs
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Identify Possible Interventions
• Strategic Planning
– Vision, Values and Mission
– Tactical Plans
• Programs ~ Fundraising ~ Growth
– Succession Planning
• Developing Leaders
• Action Planning
– Writing and communicating the plan
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Develop both Strategic and Operational
Plans
• Strategic Plans give intent and direction of
the organization. They help us determine
what we should and should not be doing.
• Operational Plans show how we intend to
run the organization on a continuing basis
to keep it healthy. This includes the budget.
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Identify Strategic Goals (three year)
and supporting Tactical Goals (one year)
Chapter Vision
Strategic Goal
Paradigm Learning
Tactical Goal
Tactical Goal
Strategic Goal
Tactical Goal
Strategic Goal
Tactical Goal
Tactical Goal
Dana G. Robinson and James C. Robinson in Performance Consulting: Moving Beyond Training.
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Implementation
• Create an implementation plan
(user’s guide to the strategic plan)
• Select the right team
• Commit to a reasonable timeline
• Monitor and evaluate progress
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Evaluation
• Pre-selected checkpoints
• Revisit “the plan”
• Adapt to changing needs
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Selected ASTD References for Planning
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http://www.astd.org/astd/Membership/Local_Chapters/chapter_mont
h/2006JulyChapterOfTheMonth
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http://www.astd.org/NR/rdonlyres/98519E3B-4C82-4A72-AD5DFC4AEF54E69F/9385/SanDiegoStrategicFocus2006.ppt
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http://www.astd.org/NR/rdonlyres/98519E3B-4C82-4A72-AD5DFC4AEF54E69F/9386/SanDiegoStrategicPlanningWBExerciseforTe
ams.doc
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http://www.astd.org/astd/Membership/Local_Chapters/leader_guides
/data_collection_jobaids_1.htm
•
http://store.astd.org/product.asp?prodid=3990&deptid=
Key Areas of the Process
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Area 1 - The Role of ASTD Leaders
Area 2 - Understanding ASTD
Area 3 - Working with your new team
Area 4 - Developing a Chapter Plan
Area 5 - Tracking progress
Area 6 - Celebrating success
Area 7 - About chapter growth
Area 8 - Financial considerations
Area 9 - Bench strength and succession plans
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Area 5
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Measure Progress
• Keep measures simple and focused on the
key drivers for the organization.
• Avoid too many measures.
• Make sure the measures are driving the
right behaviors.
• Report progress on measures at each
meeting.
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Tracking Your Progress
• The old saying is literally true - • “What gets measured – gets done”
• Measures done well can propel an
organization forward with vigor.
• Poorly done measures can be an
albatross that sap energy and lead to
wasted effort at best. At worst they
can lead to hard feelings and conflict.
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Measures Continued
• Measures must tie to the vital few
key result areas that are part of the
organization's strategic plan. These
are the things the organization really
intends to drive and make up the
VISION of the chapter.
• Make sure there is no conflict
between local measures and
national initiatives. All measures
must interlock to the benefit of the
entire effort.
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Avoid Manipulation
• Measures need to be very
clear and not susceptible
to manipulation. Avoid
"soft" measures such as
"attitudes" and stick with
hard numbers such as
"new members per
month."
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Number of measures
• A handful of critical measures tied to
the strategic plan is more effective than
dozens of things that are "good
intentions" or "nice to do" things.
• Design the reporting of measures to be
monthly. To avoid taking up too much
meeting time at BOD meetings. Have
measures sent out electronically with
the meeting notice.
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Reporting on measures
• Focus discussion time on
measures that are not on
track. Those that are on track
should be noted to give kudos.
• Each measure needs to have a
specific goal with a timeline.
Without a goal, measures are
anecdotal.
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Deliver on Goals
• Most important part. The entire BOD must agree
that the goals are serious intentions to deliver, not
just good stuff to do.
• People need to be held accountable for their part of
performance goals. Therefore, avoid sweeping or
magnanimous goals that are unattainable.
Key Areas of the Process
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•
•
•
•
•
Area 1 - The Role of ASTD Leaders
Area 2 - Understanding ASTD
Area 3 - Working with your new team
Area 4 - Developing a Chapter Plan
Area 5 - Tracking progress
Area 6 - Celebrating success
Area 7 - About chapter growth
Area 8 - Financial considerations
Area 9 - Bench strength and succession plans
84
85
Area 6
86
Celebrate Success
• Reinforce the team along the way.
• Use “Whale Done” method (Ken Blanchard)
– Build Trust
– Accentuate the positive
– When mistakes occur, redirect the energy
• Make sure the reinforcement works by
verifying the method with the team first.
87
Chapter Benchmarks
• Many chapters are doing a great job of
reinforcement.
• Check out the SOS file on the website for
good ideas and groups you can contact.
• If you have a successful program why not
submit an SOS and get some additional
recognition?
88
Simon Says, for best
results, REWARD
your volunteers!
Use multiple kinds of positive feedback
•Do not overlook sincere thanks for the effort
•Use tangible reinforcements as well
•Reinforce both individuals and teams
•Leaders provide the example
•Create a culture of positive reinforcement
•Encourage peer reinforcement
89
Why?
Reality check:
These people are putting something on hold
whenever they’re preparing for and attending
meetings, chapter programs and events. (family
life, career, who knows?) They could also be
spending their volunteer time and resources with
another organization. If they don’t feel valued,
this is exactly what will happen.
90
How?
Ask them what they want & what motivates them
You want them visible at events, so offer free or
discounted attendance. (especially, when employer(s) don’t
reimburse)
Chapter paid national ASTD membership. If not fully
paid, assist with cost. (CORE requires board members
belong to national ASTD)
Chapter paid attendance at ALC. (For as much of the team
as possible; great jumpstart to the upcoming year together)
Develop a recognition strategy. Be consistent; follow
through. (Annual breakfast, lunch, or dinner event, newsletter
recognition, public acknowledgement)
91
Benefits?
Your volunteers feel valued.
Team alliance is strengthened.
Team members will step up when asked.
Succession planning will go more
smoothly.
92
If I don’t?
Volunteers are disinclined to fully engage.
Volunteer recruitment is a nightmare.
Team members will find reasons not to
participate fully.
Succession planning will likely go out the
window.
Key Areas of the Process
•
•
•
•
•
•
•
•
•
Area 1 - The Role of ASTD Leaders
Area 2 - Understanding ASTD
Area 3 - Working with your new team
Area 4 - Developing a Chapter Plan
Area 5 - Tracking progress
Area 6 - Celebrating success
Area 7 - About chapter growth
Area 8 - Financial considerations
Area 9 - Bench strength and succession plans
93
Area 7
94
95
Impacting Chapter Growth?
• Adding real value to prospective
members.
– Outstanding programs
– Good networking opportunities
– Education and growth opportunities
• Great reputation in the community –
“The place to go for T&D”
• Inspired marketing of programs and
events
• Sound recruiting and retaining
methods
Great Programs that are well attended
• Have an active program committee (Key point
here)
• Use member survey information for interest
• Use an RFP process to get great coverage
• Plan one whole year in advance
• Use postcards in addition to online advertising
• Use speaker list from ICE and ALC for possible
speakers
• Invite the Area Manager to attend often
• Organize topics around themes
• Preview next meeting at the end of each
meeting
• Have at least 2 “special event” meetings each
year
96
97
Make new People feel Welcomed
• Consider first meeting “free”
• BOD welcomes each new guest
• Introduce each visitor at start of
the meeting
• Send a Welcome note to each
visitor with information on how
to become a member (same
person who made introduction)
• Use a room configuration that
facilitates networking
98
Outstanding Outreach
• Personally invite local T&D
professionals to meetings
• Get ASTD information on the
websites and newsletters
• Get spots in local paper about
meetings
• Write articles about successes of
members
99
High Value Added at Each Meeting
• Important point – after the program, the host
should do a debrief of how this information
can be useful to participants. Open dialog on
this point underscores the value.
• Each person feels the time and money were
great investments
• Engage each participant personally in the
topic
• Give everyone something of value to take away
with them – memory jogger, quick-card,
handout etc.
• Use an “Idea Collector” sheet at every meeting
100
Don’t forget about dormant members
• Dormant members are the largest
opportunity for chapter growth
• They are typically overlooked
• Recruit dormant members actively
• Invite prior experts to come back and
speak
• Hold panel discussions with dormant
members
• Establish a target for gaining some
percentage of these people back.
101
Watch for people moving into town
• Often people already in
ASTD will move into the
area
• These people are great
resources to add new
dimensions to membership
and even leadership
• Be alert for new faces in the
area when they show up at
networking events
102
Links to Community
• Participate in local charitable activities
• Engage in the political process as appropriate
• Create partnerships with other professional
and networking organizations
• Leverage local educational institutions as
partners and mutual sponsors
• Look for opportunities for joint meetings and
mutual initiatives
103
An Active & Vital BOD
• BOD meets regularly
• Has a strategic plan for the organization
• Involves as many members as possible
in volunteer activities and committee
work
• Has a concrete succession plan
• Gives committees freedom to
accomplish activities
• BOD meetings are working sessions that
set the course of the organization
104
Chapter Meets CORE Requirements
• Part of chapter’s strategic plan
• BOD reviews CORE progress
regularly
• Submit Application on time or early
• Chapter celebrates CORE
accomplishment
105
Special Programs and Conferences
• Method of drawing in
significant new blood
• Possible partnership with other
organizations
• Requires significant planning
ahead of event
• Can be a major fundraising
activity for chapter
• Way to draw in big-name talent
to local area
106
Senior people act as mentors
• Most experienced members seek out
potential members who could benefit
• Mentor relationships kindle
• New members see value in teaming
with more experienced people
• Look for opportunities to partner as
business associates
• Formal briefings about local
community opportunities
107
Meeting venue is important
• Look for a convenient location
• Setting should be comfortable, not
stilted
• Avoid noisy networking locations
• Good to have a standard “home”
base, but have occasional meetings
elsewhere
• Room aspect ratio conducive to
networking
• Always provide refreshments to aid
in networking
108
Contests and excitement to draw in new
people
• Consider a new “recruiting” day
where members bring in a friend
• Have raffles, picnics, bowling parties,
other social events to break up the
typical meeting format
• Can combine with charitable event to
improve community visibility and spirit
• Get creative and have fun
Viable Special Interest (SIG) Groups
• SIG groups help draw in new people
• SIG groups manage themselves and
do not take BOD energy to run
• SIG groups often contribute financial
support to the parent organization
• SIG groups leverage the organization
reputation in the community
• SIG groups provide excellent
speakers and topics for meetings
109
110
Monthly or Quarterly Newsletter
• Online for current information, but keep
up to date
• Hard copy in addition to online is a great
idea – increase exposure & is more
widely read
• Ask some non members to contribute to
newsletter
• Try to get an “ASTD corner” in the
newsletter of other organizations in
return for giving them space in your
newsletter
• Make each newsletter have a compelling
reminder so it gets posted on the bulletin
board
• Use highlighting if possible
111
Ability to pay for events by Credit Card
• Make paying for anything easy
• Fewer roadblocks to immediate
payment means fewer dropped
prospects
• Has a more professional feeling
• Saves the hassle of change and
cashing checks
• Use PayPal or other secure service
112
Consider group rates
• Multiple people from same
organization may get lower
entry costs
• Make sure this is well
advertised
• Make the multiple high enough
to really make a difference – like
more than 10 people
• Could have lower annual dues
or lower meeting fees
113
Resource Library
• Consider an online library of
resource information
• Possible to draw in new people
by asking them to contribute
articles to the library
• Can use to network with other
chapters to gain leverage
• Make good use of National
Resources on the website
114
Evaluate each meeting
• Use a standard form to evaluate
each program
• Make these very user friendly
because people typically want to
leave at end of meeting
• Keep statistics and use for future
topics of highest interest.
• Ask what other programs people
would like to have.
Key Areas of the Process
•
•
•
•
•
•
•
•
•
Area 1 - The Role of ASTD Leaders
Area 2 - Understanding ASTD
Area 3 - Working with your new team
Area 4 - Developing a Chapter Plan
Area 5 - Tracking progress
Area 6 - Celebrating success
Area 7 - About chapter growth
Area 8 - Financial considerations
Area 9 - Bench strength and succession plans
115
116
Area 8
117
Financial Considerations
• Is the chapter CORE compliant?
• Is the current financial plan viable?
• Does the chapter understand the
elasticity of demand for program costs?
• Are “Special events” helping the
financial strength of the chapter?
• What is the history of financial
solvency?
118
Why Budget?
• Strategy
– Codifying where the chapter is
going next year
• Resource Allocation
– Where is the money getting spent
and earned?
• Control
– Providing a guideline to keep
spending in check
• Communication
– Give members and the board
transparency, predictability
119
Budget Cycle
• Development
– Building the budget
• Monitoring
– Checking progress
– Making Adjustments, if need be
• Analysis
– Examining what happened to inform next cycle
– Making longer-term, structural changes
120
Development
• First, the components
– Operating Budget
– Capital Budget
– All Funds on Hand
• Start with the operating budget
– Regular revenues and expenditures
– Ongoing programs, potentially new progs
– Sunsetting programs
121
Development
• Two Common Approaches
– Trend-Based Budgeting
• Based on last year’s
successfully-balanced budget
• What’s going to change? How
does that affect budget?
– Zero-Based Budgeting
• Start from the ground up
• Justify each program’s
expenditure from scratch
122
Development
• Revenues First
– Big Items
• Membership
• Conference
– Revenue from Sales/Services
• Monthly Events/Programs
• Professional Development
Series
– Miscellany
• Interest
• CHIPs
123
Development
• Next, Expenditures
– Go by board member’s area
– Start in big areas
• Events
• Conference
• Professional Development
– Budget for the entire fiscal year
– Then do quarterly spreads
• Because each quarter isn’t equal
124
Development
•
•
•
Sync’ing up the Rev & Exp
– You’ll likely have more expenditures than
revenue
• (Out of Balance)
– Revisit assumptions on both sides
Gamesmanship
– Spender’s game: pad expenses to survive
cuts
– Budgeter’s game: trim everywhere because
people pad
Make the games overt and try to skip ‘em
125
Development
• Key Notes
– Watch the Reserve
• Desirable to have 3-6 months
at minimum
• Build incrementally each year
to get there
– Bake in Contingency
• 3-5% of the budget
• Just in case
126
Monitoring
•
•
•
Every Month, Review Year-to-Date
– Compare YTD Revenues vs Nearest Quarter Budget
– Compare YTD Expenditures vs Quarter Budget
Every Quarter, Deeper Review
– Why are there differences?
– If they’re negative, what are you going to do?
• Where to trim future expenditures or programs?
• Adjust budget to pull from reserve? (Requires board
action) -- worst-case scenario
Each leader is responsible for his or her portion of the
budget.
127
Long term and Short term
• The budget needs to support not only the
current operating plan, but also the longer
term strategy.
• Often investments must be made that do
not pay off until future years.
128
Analysis
• Two times per year for deeper analysis
– Budget time
– EOY
• Use multiple years
– Most recent closed year
– Year to date (or year just ended, if it’s EOY)
• Look for trends and spikes -- can you explain
them?
• Don’t get shocked!
129
Analysis
• Longer-term Analysis: Structure
– Accounting System (Chart of Accounts)
• Dividing by Program Area
• Dividing by Initiative
– Basis of Accounting
•
•
•
•
Cash Basis
Modified Accrual
Full Accrual
Ignore this until your budget gets big (>$100k)
Key Areas of the Process
•
•
•
•
•
•
•
•
•
Area 1 - The Role of ASTD Leaders
Area 2 - Understanding ASTD
Area 3 - Working with your new team
Area 4 - Developing a Chapter Plan
Area 5 - Tracking progress
Area 6 - Celebrating success
Area 7 - About chapter growth
Area 8 - Financial considerations
Area 9 - Bench strength and succession plans
130
131
Area 9
132
Bench strength and succession
• Develop a committee for each
segment of the organization.
• Get a first class back up for each
BOD position.
• Begin development of possible
organization leaders at least 2 years
in advance. Take candidates to ALC.
• Start organization succession
thinking very early in the year. Don’t
wait till last minute.
133
Succession Planning
Benchmarking the
Dallas Chapter *
* Used with permission
Dallas Chapter
Step-by-Step Succession Planning
134
135
Introduction
The purpose of the Dallas ASTD Succession
Planning process is to select the very best
association members to carry out the mission and
bylaws of the organization. The future health of the
organization can only be ensured by having
committed, creative volunteers.
The information contained in the document will
assist in having a smooth flow of operations. It
contains tips and forms that others have developed
in the past and have found useful. It is a seven
month process that is facilitated by the President
Elect with the assistance of the outgoing Director.
136
Process at a glance
#
Month
Activity
1
May
Start advertising the need for volunteer leaders
for next year
2
June
Collect candidates and interview team
3
July
Interview candidates
4
August
Announce candidates
5
September
Members vote on candidate slate
6
October
Newly elected candidates can start attending
leadership meetings. Attend the ALC in Alexandria
7
November
Retreat for new leadership team
8
December
New officers take oath of office
137
Step One: Start Advertising The Need For Volunteer Leaders For Next Year
This is the time to for your planning. Questions to consider:
1.What type of event should be planned for June to generate
interest for future leaders?
Past events have included cocktail parties, current officer
presentations, information packets.
Make reservations for offsite event
2.Who do we have in the “pipeline” that could be future leadership
team members?
Ask current leadership team members for recommendations from
their committees
Look at current leadership team members to determine who should
be invited back for next year and in what role
Look at attendance lists, who usually commits to most meetings
Look at who won Outstanding volunteer awards from last year
3.How else will we get the word out? Newsletter? Website? Special
Email blast? Flyer?
Start writing the text for the various communication pieces
Step Two: Collect Candidates and Interview Team
After the event during this month you should have enough
candidates for each position. Make a chart by position and list
candidates. Where are your holes? Continue to work with the Board
to identify candidates.
Your interview team is a critical element of this process. You can
choose to have a meeting of all interviewers to provide instructions
or just speak to each over the phone. The interview team is broken
down into pairs who are assigned candidates to interview. The pairs
are assigned to call all candidates for a specific position for
comparison purposes. This can be handled via a conference call.
Competencies for interviewers include:
Understanding of association roles and responsibilities
Good interpersonal skills
Familiar with behavioral based interviewing techniques
Good follow up and organizational skills
Good written communication skills to summarize interviews
Team player
138
139
Helpful Table
Position
VP Communication
VP Programs
VP Member Service
Etc.
Candidates
Interview Team
140
Step Three: Interview Candidates
Your interview team should be provided
with their candidate names and contact
information. They should also be given a
deadline date to complete their interviews.
The attached interview questions and
summary form will need to be sent to all
interviewers.
Interview Questions
141
Purpose: to set a comfortable atmosphere and the framework for the
interview:
Thank you for speaking with me today about an officer position with
ASTD.
I appreciate your interest in serving the chapter.
I have a list of questions to ask that will help us to get a sense of your
background and the skills and talents that you can bring to the
position(s) you are interested in. The interview should last about 3045 minutes.
After we have discussed your answers, you are welcome to ask any
questions you have.
What is your volunteer experience in ASTD and other volunteer
organizations?
Looking for experience with the organization and how it’s applicable to
their position(s) of interest.
142
Questions
We discussed that you are interested in the positions of
……
Please tell me your understanding of the responsibilities of
this (each) role. Did you speak to any officers who currently
hold the position(s) you are interested in? What did you
learn.
Check for clarity and realistic expectations.
Checking for initiative and commitment.
143
Questions
Why are you interested in volunteering for ASTD in this
position (how does this tie with a personal/professional
development plan/career aspirations)? How would being
an officer with ASTD help you (fulfill your goals)?
Is this person goal oriented? Are they committed to T&D?
Are they focused on their own professional development
(that’s a big piece of what ASTD is all about)? This also lays
the foundation for the next question. Looking for
thoughtfulness, fit, ways to link personal goals with ASTD
work.
144
Questions
What is your understanding of the time commitment for this
(each) role?
Check for clarity and realistic expectations.
Is there anything that would prevent you from making this time
commitment?
145
Questions
What specific qualifications do you have for this (each)
ASTD office from your work and volunteer experience?
What is your vision for this (each) ASTD office? What,
specifically, do you want to accomplish next year in the
role(s) your are interested in? How would you go about
accomplishing this?
Looking for specific initiatives, changes, new ideas, etc. If
candidate is vague, ask him/her to be more specific. Another
check for goal orientation, desire to make an impact, has given
a more than a superficial level of thought to ASTD involvement,
indicates commitment to the chapter.
146
Questions
What was an extensive project you had to manage
recently (prefer work or volunteer work related, rather
than personal).
Checking for organizational, planning and execution
skills, as well as the ability to learn from experience.
How did you decide how to approach the project?
What obstacles or unexpected situations did you
run into as the project progressed?
What did you do when these obstacles and
unexpected situations arose?
147
Questions
Tell me about a significant impact you have made on
an organization through your work because of
something you initiated.
Looking for initiative and ability to bring about change
successfully.
What caused you to want to make this impact?
How did you initiate this effort?
148
Questions
Tell me about a time when you were involved in a
conflict with someone (someone you did not have direct
authority over).
Checking for ability to handle conflict, comfort level with
conflict, ability to identify causes and appropriate solutions
(problem solving).
What was the situation?
What was the cause of the situation?
What did you do?
149
Questions
Please tell me about a time in your work or volunteer
experience when you had to influence someone over whom
you had no direct authority.
Assessing influence and interpersonal skills.
What was the situation?
What did you do?
What made you decide to handle the situation that way?
What was the result?
150
Closing the interview
Thank you for answering these questions and sharing
your experience with me.
I appreciate the opportunity to hear about the skills and
talents you can offer to the chapter!
What questions do you have for me?
151
Typical Questions
Who else is interviewing for this position?
I think it is best not to give the names of other candidates to you
just as I will not be giving your name to others.
When will the committee make a decision on the slate /
When will I be notified if I was chosen?
Give the notification date if available.
What do you think my chances are of getting chosen?
As committee members, we won’t know the final outcome of the
interviews until we all meet next week. I can assure you, you will
be considered equally with the other candidates for this/these
roles.
Interview Summary Form
Interviewer’s Name:
Candidate’s Name:
Position(s) of Interest:
Experience that is relevant to the position(s) of interest:
What does applicant hope to accomplish as a Leadership Team
member?
I do / do not recommend this candidate because_____________
152
153
Step Four: Announce Candidates
After collecting the summary forms and recommendations
from the interview team, your choices for officers must be
approved by the Board of Directors.
After receiving approval, the President Elect will call and
offer each selected officer the position. Ask if they can
attend the August monthly member meeting so that they can
be introduced to the membership.
Announce the officers at the monthly meeting asking them to
stand.
Explain the process of voting during September.
The voting process should also be included in the Newsletter
and website.
154
Step Five: Members Vote On Candidate Slate
Voting takes place during
the September monthly
meeting with a paper ballet
or members can vote
electronically by using the
website if configured to do
that. Another option is an email ballot.
155
Step Six: Newly Elected Candidates Can Start
Attending Leadership Meetings
The newly elected officers can attend the
leadership team meetings in October and
November. They however, cannot vote on official
business. The purpose is to begin to learn the
structure of the meeting and become up to speed
on issues that may be carried over to the following
year.
It is recommended they sit next to the current
officer in their future role. Whoever is facilitating
the meeting should periodically pause and explain
the procedures of the meeting.
Step Seven: Retreat for New Leadership Team
The purposes of the retreat are education, teamwork and
planning.
The retreat is usually held on a Saturday and lasts
approximately 6-8 hours. A three ring binder is given to
each new officer with information on:
Mission, vision and objectives of XXXX ASTD and
National
Leadership team roster and responsibilities for each
office
Schedule of Leadership team and monthly meetings
Hosting procedures for the leadership team meetings
and monthly meetings Bylaws, policies and practices
Core and National ASTD Status Objectives for the year.
The President Elect also plans activities that build a
sense of camaraderie among team members designed to
quickly build a strong team.
156
Step Eight: Oath of Office
One of the privileges of the outgoing Director is to install the
next Leadership Team and Board of Directors. Board members
continuing for the next year are asked to publicly reconfirm this
oath of service as well.
Installing Officer: (To those being installed):
You are now identified as Officers of XXXX ASTD. The
leadership you provide during the coming year will largely
determine the success and continued progress of this
association. You shall be the leaders of this organization, but
remember, in doing so; you shall also become the servants of
the membership.
There is no greater privilege than aspiring to serve others in our
profession or community. As new Officers, you are entering a
new adventure in comradely--friendship that comes only through
service, cooperation and sharing with each other.
The secret of living is the art of giving, and so to you this year
comes the privilege of giving, learning and happiness that
comes through the investment of your time, and your unselfish
interest in the lives of others.
157
158
Oath of Office
OATH OF OFFICE (Ask audience to rise)
Installing Officer: (To those being installed):
Each of you will now state your name and elected office
Will you raise your right hands?
Do you solemnly and sincerely promise and swear to
faithfully perform the duties of your office, defend the
association and work for the welfare of all its members to
the best of your ability and judgment, in conformity with the
Bylaws of XXXX ASTD? Answer -- I do.
You may lower your hands.
This promises to be a great year for XXXX ASTD. By the
powers vested
in me as installing officer, I declare you duly installed
Leadership Team Members for (year).
Key Areas of the Process
•
•
•
•
•
•
•
•
•
Area 1 - The Role of ASTD Leaders
Area 2 - Understanding ASTD
Area 3 - Working with your new team
Area 4 - Developing a Chapter Plan
Area 5 - Tracking progress
Area 6 - Celebrating success
Area 7 - About chapter growth
Area 8 - Financial considerations
Area 9 - Bench strength and succession plans
159
Close of Process
Please feel encouraged to send along upgrades or
additions to this process. It is for all ASTD Leaders!
160