P r e s e n t e d By: Diane Freeman Associate, Conestoga-Rovers & Associates Ltd. Passing the Torch – Succession Planning 2014 A&WMA Leadership Training Acedemy

1.0 Building the Leadership pool and Diversity 2.0Volunteering with an Association 3.0 Identifying Leadership 4.0 Talent Attraction 5.0 Understanding Barriers to Succession Planning 6.0 Finding your replacement 7.0 Stepping down Agenda

Building the Leadership pool and Diversity Chair Section/Chapter Executive Chapter Membership Section/Chapter Board Directors Section Membership A&WMA Membership Base ,000 Number of People involved Need to Reflect your membership in your leadership including gender, age and profession

Volunteering with an Association  Why do people Volunteer:  personal interest in the organization  networking with other professionals  seeking opportunity to serve the association  want to have the reference on a resume  feel obliged to help out a friend  requirement of their employer/boss

Volunteering with an Association  Why do they continue to Volunteer:  it is a rewarding experience  they feel that their time is valued  they think no one else can “take up the reins”

Identifying Leadership  What does Leadership look like?

Identifying Leadership  Look for a true willingness to undertake work within the Section and Chapter  Allow individuals to run with the work they commit to and RELINQUISH COMMAND and CONTROL to allow people to demonstrate leadership

Identifying Leadership  watch with your ears as people either build on the ideas of a potential leader or stop participating in the conversation to avoid confrontation  observe body language of a potential leader as they try to encourage people to see their way on a decision and build consensus

Identifying Leadership  look to see if others willingly offer to work (follow) with a potential Leader in undertaking a project or bail….will the Leader share the leadership

Identifying Leadership support  make sure people are supported for their work follow up  follow up, ask if they need resources to help in terms of people or money BUT DON’T TAKE OVER evaluate  evaluate their effectiveness to do the work and motivate others to help

Talent Attraction  It is true: if you ask a busy person the work will be done:  The list of “DO NOT’S” :  do not judge people’s leadership ability by their other commitments  do not evaluate other people’s leadership availability based on time and on how you would approach the job from a time perspective  do not criticize “over achievers” in an effort to undermine their leadership  In the work of Associations that rely on volunteers to function…find the over achievers and help them over do it

Talent Attraction As a leader looking for a successor….  ASK people to step up  TAP people on the shoulder  SHARE with them your observations related to their skills  SUPPORT them to succeed you

Talent Attraction "Treat people as if they were what they ought to be and you help them to become what they are capable of being." Johann Wolfgang von Goethe "Note how good you feel after you have encouraged someone else. No other argument is necessary to suggest that never miss the opportunity to give encouragement." George Adams

Understanding Barriers to Succession Planning  Lack of understanding related to the following:  time requirement to fulfill the expectations of the position;  the qualifications of the position, and more importantly the perception of the qualifications eg. Treasurer  the governance structure of the Board or Committee  who is REALLY “in-charge”

Finding your replacement  your SKILLS;  your TIME;  your COMMITMENT TO THE ASSOCIATION  your WILLINGNESS TO SERVE  Number one job as a volunteer in the association is to REPLACE YOURSELF

Stepping down CHANGE IS GOOD so let it happen CHANGE WILL HAPPEN, IT IS INEVITABLE so be EXCITED not anxious  the best leaders will mentor their successors to replace them  good succession planning will ensure the Long-term viability of the A&WMA