Defining Leadership

1. Defining Leadership Presented by Troy Cook

2. NAHU Leadership Leadership in a professional association setting is unique to other types of leadership experiences, such as: • Corporate/Business leadership • Not for profit community organizations Success is measured differently, meaning goals, priorities and strategies must take different approaches in each setting

3. Not for Profit- Charity Board/Leadership Characteristics • Few true “members” • Typically have professional “technical” staff (board members are not often experts) • Non effected activists drive support and success • Advocacy typically for non board members • Success comes from fundraising, delivery of services, filling a “need”, “good will” of society

4. Corporate-Business Leadership Characteristics • Employer/employee relationship • Authority relationship • Leaders advocate for mission of the company which ultimately is delivery of company to clients • Leadership success is defined by sales, service, profit, company growth, culture • Financial incentive embedded at all levels

5. Professional Association Leadership Characteristics • Advocacy on behalf of members • Staff are often “association experts” and board members are “industry” experts • Success is defined by growth of membership, advocacy efforts, assistance to the members • Mission is about the members within the assocation • Why should I help my competitor?

6. Governance vs. Management • Governance • Sets goals • 30,000 foot • Approve policy/procedure • Staff/committee implementation • Monitor for strategic needed strategic changes • Monitor the numbers/measurements • Advice and counsel • Management • Sets goals • Approve policy/procedure • Implements through management of committees/teams • Bd members become part of committee leadership • Responsible for the numbers/measurements • Active • Coop with staff

7. The Seven Step Process • Mission/Vision • Business Plan - Goals specific to “effect” the mission and vision • Cause and Effect - Define the tasks and tools needed to reach the goal • Strategic Plan - Specific measurements defined to accomplish the goals or measure cause • Governance and Management - Define who will be responsible for each goal and accompanying strategies and measure/track results • Communicate, communicate, communicate - To everyone who will listen when appropriate • Perpetuation - Evaluate and adjust the process to fit the changing goals, priorities and resources available.

8. NAHU mission NAHU advocates for our members, provides professional development and delivers resources to promote excellence.

9. NAHU vision NAHU is the preeminent organization for health insurance and employee benefits professionals.

10. Decisions as a NAHU Chapter LeaderSetting Goals and Priorities • Must provide a path to measureable impact in accomplishing the mission and/or vision of the organization • Members pay dues and expect measureable results

11. Causing the Mission and Vision to Take Effect • Basic psychological theory says: • If you want a specific behavior or effect to occur, there must be a specific and measurable cause of that effect • If an organization wants to cause their mission to occur, they must understand the basic types of activities needed for each specific cause • Also could be called “the impact”

12. Defining Impact for NAHU Members at the chapter level • Measureable results could include: • More CE or education opportunities • Providing access to legislative leaders to discuss key issues • The ability to serve more consumers because of a program that allows the member to become more efficient • Become more diversified by learning about new potential sales opportunities

13. How do you know if you accomplished a goal? • Measure the behavior that “causes” the “effect” (or goal) you desire • Measuring the “impact” • The world is full of examples • Speed limits • Compensation structures

14. If you don’t define the impact your board is striving for, define the goals to get you there, and then measure the activity to reach the goal and have impact……..

15. Then someone else will do it for you • Unhappy members • Other organizations looking to get your members (and their resources) • The media • Legislators (tough to advocate when you have no impact!) • Every future prospective member

16. These goals/priorities can and should become your strategic plan outline,but there is more we will still need(Whose job to define and communicate)

17. And once you have defined and measured for success • You merely can lead and manage the process (and not manage the people) • You become the lead dog looking at the others still fenced up because they did not have system to maintain and measure the control needed • Create a positive conditioned response of your team based upon defined stimulus

18. So why is it important to “know your role?” • Confusion • Misinterpretation • Frustration • Inefficiency • Ineffective • Can’t measure what you can’t define GOOD PEOPLE….BAD SITUATION

19. The Golden Rules of Volunteers • We all have a defined amount of resources to provide: • Time and Talent • Financial • Once those resources have been exhausted, asking for more or wasting those resources on misinterpretation of role produces a diminishing return • Don’t waste your resources!!!!!

20. So now it is time to build (or keep building) your board • Each activity or step that is taken must: • Be communicated clearly to essential stakeholders • Be connected directly to your mission, vision and goals • Have an accompanying strategy • Have a tool or devise for measurement • Be assigned as governance and management role to the board, committee, staff or members In essence……. A cause/effect relationship

21. Back to the Basics: • With each of these tasks, leadership must: • Communicate the goals • Verify and clarify the tool set needed • Communicate responsible party and system of implementation (governance or management) • Communicate the measurement • Report the results

22. Back to the Basics: Once these goals have been set, it is vital that a board has agreement on: General rules of engagement for the board • Each board member will…….(insert common duties here…attend board meetings, serve the organization, etc.) • The board is responsible to……(insert general roles such as serve the organization, measure and accomplish goals, etc.) Governance vs. Management

23. Back to the Basics: • Communication should be: • Clear, concise, and specific (aka…meaningful) Notice….often is not necessary • From President to other leaders • From leaders to committees and task forces • From board to members • From board to corporate partners

24. Don’t get lost in the verbiage, labeling, or naming. Get engaged in forming the process to accomplish your goals and provide perpetuation of your organization