Leadership Camp

1. DE-MD-DC Division Leadership Camp August 13, 2011

2. This Presentation was not printed and added to your packets but will be added to the division website by Wednesday, August 17th.

3. Pathway to Excellence Marsha Kremzier, CAP 2011-2012 DE-MD-DC Division Vice President - IAAP® 2011 – 2012 Changes

4. Member of ExcellenceChanges to the 2011-2012 Criteria #3: Actively participate in the IAAP community forum discussions or write an article (minimum 200 words), and have it published in an IAAP publication (chapter, division, or international level.) Recommending another author’s article does not qualify.

5. Member of Excellence Changes to the 2011-2012 (continued) Criteria #4: Attend at least one professional educational workshop, seminar or conference (at least 60 minutes in length)and provide a short paragraph on how training relates to your job or your role in IAAP. It can be an IAAP or non-IAAP workshop, seminar, or conference; however, it cannot be included in your calculations to meet the requirements of criterion #9.

6. Member of Excellence Changes to the 2011-2012 (continued) Criteria #6: Pay membership dues on or before anniversary date. This criterion is a mandatory requirement. This mandatory requirement will be waived in the case of new members joining IAAP in the current IAAP fiscal year who want to work towards becoming a Member of Excellence.

7. Member of Excellence Changes to the 2011-2012 (continued) Criteria #9: Attend a minimum of eight (8) IAAP chapter, division or international sponsored meetings, programs or events (any combination.) These meetings, programs, or events cannot include an event used to meet the requirements of criterion #4.

8. Chapter/Division of Excellence Changes to the 2011-2012 • Criteria #1 • Chapter submit annual meeting calendar with education and/or training topics to the members with a copy to the division. • Chapter due Date October 1st. • Division due date October 15th • Criteria #2 • Chapter submits budget and annual financial review/audit report to the members with a copy to division. • Chapter due date December 31st. • Division due date January 15th.

9. Chapter/Division of Excellence Changes to the 2011-2012 (continued) • Criteria #3: • Chapter holds at least one Membership Drive between July 1st and May 31st. Chapter submits completed membership drive evaluation form to the division. • Chapter due date June 1st • Division due date June 15th

10. Chapter/Division of Excellence Changes to the 2011-2012 (continued) • Criteria #4: • Chapter holds at least one Membership Orientation between July 1st and June 25th. (New members in attendance must have joined IAAP within the current fiscal year.) Chapters submits New Member Orientation Evaluation form to the division. • Chapter due date June 25th • Division due date June 30th

11. Chapter/Division of Excellence Changes to the 2011-2012 (continued) • Criteria #5 • Chapter develops and updates business plan. Chapter submits business plan to members with a copy to the division. • Chapter due date April 30th • Division due date May 15th • Criteria #6 • Chapter sends a delegate or submits a proxy (if allowed by division bylaws) to the division Annual Meeting held in the current IAAP fiscal year. • Division due date June 30th

12. Chapter/Division of Excellence Changes to the 2011-2012 (continued) Criteria #7 Chapter sends a delegate or submits a proxy to International Education Forum and Annual meeting held in the current IAAP fiscal year. Criteria #8 As of June 30, at least 7% of the chapter members (minimum of 2 members) qualify for Member of Excellence

13. Pathway to Excellence ProgramChanges to the 2011-2012 The Pathway to Excellence criteria an evaluation forms can be found on the IAAP website, see path below: http://community.iaap-hq.org/resources/viewdocument/?DocumentKey=4435584b-dafc-4183-8eef-5b37322aa24d

14. Managing Disagreements Patricia May, CAP 2011-2012 DE-MD-DC Division President Elect - IAAP® Portions Based on the change/transition work of William Bridges WITH PERMISSION FROM WILLIAM BRIDGES & ASSOCIATES

15. Managing DisagreementsConstructively • Guiding Principles • Preserve dignity and self-respect. • Listen with empathy. • Don’t expect to change others’ behavioral style. • Express your independent perspective. The essence – to honor the legitimate interests of all involved persons.

16. Managing Disagreements4 Stepping Stones • Diagnose • Plan • Implement • Prepare

17. Managing DisagreementsDiagnose • Clarify critical issues • Identify stakeholders • Assess likely sources of disagreement

18. Managing DisagreementsPlan • Recognize your patterns • Minimize pitfalls • Plan your strategy

19. Managing DisagreementsPrepare • Problem – solve • Practice

20. Managing DisagreementsImplement • Carry out the plan • Evaluate outcomes • Follow-up

21. Managing DisagreementsConstructively • Every human being, like every snowflake, is unique. Disagreement reflects that uniqueness. When we are able to do something constructive with our differences, we move closer to the ideal of one human family living together in a peaceful, productive, and satisfying world.

22. Managing Disagreements Source: Herbert S. Kindler, Ph.D. , Managing Disagreement Constructively: A Practical Guide for Constructive Conflict Management, Crisp Publications, Inc.

23. Managing Change Virginia Hussey, CAP 2011-2012 DE-MD-DC Division Secretary - IAAP® Leveraging Member Engagement to Navigate the Change Process Portions Based on the change/transition work of William Bridges WITH PERMISSION FROM WILLIAM BRIDGES & ASSOCIATES

24. Managing ChangeLeveraging Member Engagement to Navigate the Change Process A Leadership Model for Today and Tomorrow Strategic Planning Change Leadership Transition Management The Missing Piece

25. Managing ChangeLeveraging Member Engagement to Navigate the Change Process Change occurs when... SOMETHINGOLDSTOPS SOMETHING NEW BEGINS

26. Managing ChangeLeveraging Member Engagement to Navigate the Change Process • Change Management Starts with the Outcome • Transition Management Starts with Wherever People Are

27. Managing ChangeLeveraging Member Engagement to Navigate the Change Process Managing Transitions • Neutral Zone • In-between state • Old reality gone, new one not taken root • Lost in the wilderness/chaos • Time of renewal, creativity, clean slate Permission Granted by William Bridges and Associates

28. Managing ChangeLeveraging Member Engagement to Navigate the Change Process • Ending – Resistance • It’s the transition, not the change that people often resist • Loss of their identity and their world • Disorientation of the neutral zone • Risk of failing in a new beginning • Lack of involvement in the development of the change • Resistance can be managed, leveraged, and mitigated with leadership attention...Or not!

29. Managing ChangeLeveraging Member Engagement to Navigate the Change Process • Who Stands to Lose What? • Who? • You • Groups • Individuals • Outsiders • What? • Turf/Influence/Routines/Structure/Control of Destiny • Status/Relationships/Personal Future/Personal Identify • Power/Memberships/Meaningful Work/Competence

30. Managing ChangeLeveraging Member Engagement to Navigate the Change Process Strategies to Manage Endings • Make sure that you have... • Clarified what is and is not ending • “Sold” the solution without putting down the past • Understood and accepted grieving as natural and necessary • Make sure that you have engaged everyone in... • Removing excuses to hold on to the past • Taking piece of the past • Creating ceremony or symbolic events to honor the past Leveraging Member Engagement to Navigate the Change Process

31. Managing ChangeLeveraging Member Engagement to Navigate the Change Process • Strategies for Getting through the Neutral Zone—Focus on... • Rebuilding What Gets Lost • Re-establishing four things endings destroy... • Control • Understanding • Support • Purpose

32. Managing ChangeLeveraging Member Engagement to Navigate the Change Process • Improving Communication during Transition • Remember the Basics: • People trust behavior over words • Understanding is more important than agreement • Listening is twice as important as talking • Tell the truth—good news and bad • People usually complain before they create

33. Managing ChangeLeveraging Member Engagement to Navigate the Change Process • Communication Checklist • What is really driving the change? • What would happen if we didn’t change? • What kinds of secondary change are likely to occur? • What are the non-negotiable boundaries (established real boundaries)? • What’s in it for me us? • What kind of assistance will we provide affected individuals and groups?

34. Managing ChangeLeveraging Member Engagement to Navigate the Change Process Strategies for Creativity and Learning • Get the team to... • Step back and look for opportunities • Cultivate the habit of experimenting • Brainstorm new ideas • Get involved in learning activities

35. Managing ChangeLeveraging Member Engagement to Navigate the Change Process • Reinforcing the New Beginning • Be Consistent • Ensure Quick Successes • Symbolize the New Identity • Celebrate the Success Based on the change/transition work of William Bridges

36. Managing ChangeLeveraging Member Engagement to Navigate the Change Process • Conclusion Remember... Change is constant!

37. Managing ChangeLeveraging Member Engagement to Navigate the Change Process Managing Endings for New Beginnings = SUCCESS!

38. Managing ChangeLeveraging Member Engagement to Navigate the Change Process Recommended Reading Material • Managing Transitions, 3rd edition by William Bridges, PhD • Making Change Happen One Person at a Time by Charles H. Bishop • Deep Change: Discovering the Leader Within, The Iossey-Bass Conflict Resolution Series by Quinn, R E 1996, 1st Edition • Change is Good...You Go First. 21 ways to Inspire Change by Mac Anderson and Tom Feltenstein

39. Protocol Susi Benson, CAP 2011-2012 DE-MD-DC Division President - IAAP®

40. Invitations to IAAP Events • Invitations to IAAP functions should be issued as early as possible. Follow up should be made in writing to confirm date, time or place and expense reimbursement.

41. Invitations to IAAP Events • International officers, district director of the applicable district and division officers should be sent announcements and/or invitations for all chapter functions of special interest, such as chapter installations, certification presentations, seminars, etc. • Invitations may be sent for other activities such as honoring employers, membership orientations, APD®/APW® activities, etc.

42. Expenses • When an IAAP International officer/trustee or division officer is invited to attend a function, the sponsoring unit should ensure all applicable expenses are paid. • If the officer attends by choice, it is courteous to waive registration and associated meals. This is another way of showing appreciation for the time given to support the unit’s activities.

43. Expenses • Chapter bylaws and pre-approved budgets will determine whether guest as division/international will pay their own expenses (travel, meals and/or board) • Expenses cannot be accommodated unless the financial condition of the chapter, including membership pre-approval is addressed.

44. Introductions • IAAP Members - If Not Seated at Head Table • International Board of Directors • International Board of Trustees • International Committee Chairman • IAAP Headquarters Staff • Division Officers

45. Introductions • (continued) • Division Committer Chairman • Chapter Officers • Chapter Committee Chairman • Special Guests • Guest Speaker • Depending on the function/event, past International officers, International trustees, division officers/committee chairs, and chapter officers should be given recognition at official functions.

46. Electronic Communication • E-mail • Be kind. Don’t use e-mail to say no, argue, criticize or deliver bad news • Be considerate, not cryptic. Don’t copy others unless they really need to read it. Don’t expect others to decipher what you mean by reviewing a whole e-mail thread • Respond in a timely manner. • Be crystal clear. In the subject line explain what you want

47. Electronic Communication • Phones • Take a break, turn it off. Keep devices out of sight during meetings. Step out if need to respond to urgent call. Set phone on vibrate and keep in pocket • Know your location. Make and take sensitive calls in private • Disconnect the Bluetooth. Your “always accessible” demeanor implies you can’t give your full attention

48. GrammarThis or That • Capitalization of Association Names:member, association, board chapter. Only capitalize if the word is used as part of a proper noun

49. Financial Management Norma Wagner, CPA 2011-2012 DE-MD-DC Division Treasurer - IAAP®

50. Financial Responsibility • Fiduciary Duty/Responsibility is the highest standard of care • As a fiduciary you are expected to be extremely loyal to your chapter. • You must not put your personal interests before your chapter’s. • Fiduciary duty requires a stricter standard of behavior than common duty to care.