AGENDA

2. AGENDA • Welcome • Guest Speaker: John Rubino Follow, Get Out Of The Way, Or…Step Up Your Leadership Skills!” • Building a Strong Bylaw Foundation • If I Knew Then What I Know Now! • Keynote Presentation: Anne Ruddy • 2011 Local Association of the Year Award • No-Test Test Activity • Wrap Up

3. Follow, Get Out of the Way, or…Step Up Your Leadership Skills! • John A. Rubino, President • Rubino Consulting Services • rubinoconsulting@aol.com • rubinoconsulting.com

4. We are measured not by what we are, but by the perception of what we seem to be; not by what we say, but how we are heard; not by what we do, but how we appear to do it.--- Anonymous The shortest and best way to make your fortune is to let people see clearly that it is in their best interest to promote yours. --- Jean Del Bruyere

5. STEPHEN M.R.COVEY –THE SPEED OF TRUST • Trust means confidence; the opposite of trust, distrust, is suspicion. • In a high-trust relationship, you can say the wrong thing, and people will still get your meaning. • In a low-trust relationship, you can be very measured, even precise, and they’ll still misinterpret you. • According to a recent study, only 36% of employees believe their leaders act with honesty and trust.

6. Building Trust Is A Process… • Vulnerability – people need to know you. • Predictability – consistency is the key. • Enable-ability - empower those around you. • Relational-ability - we follow the person first, then the plan. • Credibility – align your values and behavior with your vision.

7. An Actual Formula For Success… • Low trust equals low speed and high cost. • High trust equals high speed and low cost. • (SxE)T=R [strategy times execution times trust equals results] • The age-old question: Is it better to be loved or feared?

8. Max Dupree – Leadership Is An Art • Leadership is much more an art, a belief, a condition of the heart, than a set of things to do. The visible signs of artful leadership are expressed, ultimately, in its practice. • Liberating people to do what is required of them in the most effective and humane way possible.

9. Max Dupree – Leadership Is An Art • The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. That sums up the progress of an artful leader. • Leaders don’t inflict pain; they bear pain. • Leaders are obligated to provide and maintain momentum. Momentum comes from a clear vision. • Relationships count more than structure – horizontal versus vertical: ‘roving leaders’.

10. What Are The Global Trends? • The ability to establish, grow, extend and restore trust with all stakeholders – customers, business partners, investors, co-workers is… THE KEY LEADERSHIP COMPETENCY OF THE NEW GLOBAL ECONOMY. • Today, we have many partnering relationships – it’s the new global work model of the 21st century!

11. Trust requires character (leader of the people) and competence (leader of the business) WAVES OF TRUST • Self-Trust --- Am I credible? Am I someone people can trust? • Relationship Trust --- Interacting with others in ways that build trust – consistent behavior. • Organizational Trust --- Organizations are no longer built on force, but on trust . • Market Trust --- In the end, all you have is your reputation. • Societal Trust --- Contributing and giving back. EFFECTIVE LEADERSHIP IS GETTING RESULTS IN A WAY THAT INSPIRES TRUST

12. FOUR ZONES OF TRUST • ZONE ONE: High Propensity to Trust; Low Analysis • This is the “Blind Trust” zone of gullibility. It’s the Pollanna approach where people blissfully trust everyone. This is where we find those ‘suckers born every minute” – those people who are a sure bet to fall for internet, marketing, investment, and other scams .

13. FOUR ZONES OF TRUST • ZONE TWO: High Propensity to Trust; High Analysis • This is the “Smart Trust” zone of judgment. This is where you combine the propensity to trust with the analysis to manage risk wisely. This is where you get good people judgment –including enhanced instinct and intuition. If you have a propensity to not trust, instinct and intuition will disproportionately tell you to not extend trust to others. On the other hand, without analysis, you might well mistake a propensity to trust alone for instinct and intuition. • Smart Trust doesn’t mean you extend trust to everyone. Based on the circumstances, your judgment may be to not extend trust or to extend only a limited measure of trust. • The key phrase: TRUST, BUT VERIFY !

14. FOUR ZONES OF TRUST • ZONE THREE: Low Propensity to Trust; Low Analysis • This is the “No Trust” zone of indecision. People here tend to not trust anyone. Because their own analysis is low, they tend to not even trust themselves. This zone is characterized by indecision, insecurity, protectiveness, apprehension, tentativeness, and immobilization.

15. FOUR ZONES OF TRUST • ZONE FOUR: Low Propensity to Trust; High Analysis • This is the “Distrust” zone of suspicion, where you find people who extend trust very cautiously or not at all. In fact, some are so suspicious that they do not trust anyone but themselves. People in this zone tend to rely almost exclusively on analysis (usually their own) for all evaluation, decision making, and execution. • Here we find micro-managers who drive away their best and most talented employees.

16. FOUR ZONES OF TRUST • Obviously, ZONE TWO – “Smart Trust” – is where we find the most effective leaders. • The risk of being in ZONE FOUR – particularly as a leader – is extremely high. It’s the risk of having limited perspective, lack of collaboration, alienation of talent, and lost opportunity. • This is one reason why, in the global economy, not trusting people is often the greatest risk of all!

17. Thirteen Behaviors of Effective Leaders Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty Deliver Results Get Better Confront Reality Clarify Expectations Practice Accountability Listen First Keep Commitments Extend Trust

18. Successful Leaders Must Be Accomplished… PSYCHOLOGISTS AND DETECTIVES • Must know what makes people ‘tick’. • Must successfully ‘mine’ data and use this information, as well as business and people knowledge, to help achieve objectives.

19. YOU, AS AN EFFECTIVE LEADER, ARE TRULY UNIQUE! You walk the fine line of consistently supporting your association and your volunteers: Achieving business objectives while meeting the needs of those you work with. THE CHALLENGE IS TO MAINTAIN YOUR BALANCE!

20. ‘Mind-Set’ Of The Effective Leader • As in any discipline, leadership success requires a process of continuous learning. • Successful leaders: - grasp what they are good at; - know what role they play in their organizations; - understand what they need to learn to take on new challenges. • It is your responsibility --- not any organization’s --- to manage your intellectual capital, build on it, and adapt to new experiences. • You need to develop a healthy and enduring capacity for self-assessment; a predisposition for learning new ideas and skills.

21. Are You An Opinion Leader?If not, do you know who they are in your association? Make them your best friends! • They are scattered throughout your association • They are the names you hear over and over again • They are the ones everybody listens to and respects

22. Make An Honest Assessment Of Your Knowledge, Skills, Competencies, Behaviors, And ‘Reputation’ • Know Thyself • Know Thy Stuff • “Walk the Talk” • Honesty and Integrity • Excellent Interpersonal Skills • Superior Communication Ability ***MERGING QUALITATIVE ABILITIES WITH QUANTITATIVE SKILLS***

23. Three Primary Objectives Of Effective Leadership Communication: • Ensure Understanding • Get Buy-in/Change Perceptions • Motivate the Right Behaviors

24. Global Research Consistently Shows That Most Organizations Do A Poor Job Of Communicating With Their Employees.WHY???

25. Communication Effectiveness Model ACTION COMMITMENT ACCEPTANCE UNDERSTANDING AWARENESS

26. Tools And Techniques For Effective Leadership Communication • We can become more effective communicators by observing and learning from the world around us. • Who are the best communicators in our society…and what can we learn from them?

27. There Are Seven Sins In The World: Wealth without work Pleasure without conscience Knowledge without character Commerce without morality Science without humanity Worship without sacrifice Politics without principle

28. Most people don’t do what they believe in; they do what’s most convenient, then they repent. ….Bob DylanWhile we tend to judge ourselves by our intent, we tend to judge others by their behavior. ….Stephen CoveyThe illiterate of the 21st century will not be those who cannot read and write but those who cannot learn, unlearn and relearn. ….Alvin Toffler

29. MAX DUPREE For many of us who work, there exists an exasperating discontinuity between how we see ourselves as persons and how we see ourselves as workers. We need to eliminate that sense of discontinuity and restore a sense of coherence in our lives. Work should be and can be productive and rewarding, meaningful and maturing, enriching and fulfilling, healing and joyful. Work is one of our greatest privileges. WORK CAN EVEN BE POETIC!

30. Questions?

31. Building a StrongBylaw Foundation Rae Maré and Lisa LeveyWorldatWork

32. Is your association preparedandprotected?

33. Actions To Take

34. Review BylawFundamentals ACTION

35. Rules adopted by an association chiefly for the government of its members and the regulation of its affairs Bylaw Definition ACTION

36. Main Components Mission Statement Board size and functionality Roles and duties of directors and officers Rules and procedures for holding meetings, electing directors and appointing officers ACTION

37. Main Components Membership provision Conflict of interest policies and procedures Process/procedures for bylaw changes Decision-making protocal Other essential corporate governance matters ACTION

38. Exploreand Evaluate ACTION

39. Your association’s bylaws Exemplary bylaws Explore and Evaluate ACTION

40. Createan Action Plan ACTION

41. What can youdo today?

42. Questions?

43. If I Knew Then What I Know Now! Saado Abboud, Mike D’Amico, Doug Sayed and Jan Smith

44. Run Your Association Like a Business

45. Mike D’Amico Ottawa Regional Rewards Association Past President

46. Treat Your Volunteers Like You Would Your Employees • Provide role description to outline expectations, priorities and goals • Provide opportunities to learn, grow and develop • Distribute the workload effectively • Recognize and reward • Use effective and regular communication to keep volunteers informed and engaged

47. Saado Abboud Twin Cities Compensation Network Past President

48. Be Strategic in Your Thinking • Anticipate and think beyond current boundaries • Set realistic timeline for getting the work done • Identify scope and state clearly what is in and what is out of scope • Have the right person in charge to get the job done • Secure sufficient resources to complete the work

49. Doug Sayed Northwest Compensation and Rewards Forum Past President

50. Plan for the “New” Future • Move towards Social Media • Learning modes are changing today due to technology: • Are you adjusting? • Explore different marketing channels • Pursue sponsorship, advertising and other alternative sources of revenue