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

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

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

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. Member of Excellence Member of Excellence Changes to the

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. Member of Excellence Changes to the (continued)

Member of Excellence Changes to the (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.

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. Member of Excellence Changes to the (continued)

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 1 st.  Division due date October 15 th 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. Chapter/Division of Excellence Changes to the

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

Criteria #4: Chapter holds at least one Membership Orientation between July 1 st and June 25 th. (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 25 th  Division due date June 30 th Chapter/Division of Excellence Changes to the (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 30 th  Division due date May 15 th 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 30 th Chapter/Division of Excellence Changes to the (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 Chapter/Division of Excellence Changes to the (continued)

Pathway to Excellence Program Pathway to Excellence Program Changes to the The Pathway to Excellence criteria an evaluation forms can be found on the IAAP website, see path below: hq.org/resources/viewdocument/?DocumentKey= b-dafc eef-5b37322aa24d

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

Managing Disagreements Managing Disagreements Constructively  Guiding Principles 1. Preserve dignity and self-respect. 2. Listen with empathy. 3. Don’t expect to change others’ behavioral style. 4. Express your independent perspective. The essence – to honor the legitimate interests of all involved persons.

Managing Disagreements Managing Disagreements 4 Stepping Stones  Diagnose  Plan  Implement  Prepare

 Clarify critical issues  Identify stakeholders  Assess likely sources of disagreement Managing Disagreements Managing Disagreements Diagnose

 Recognize your patterns  Minimize pitfalls  Plan your strategy Managing Disagreements Managing Disagreements Plan

 Problem – solve  Practice Managing Disagreements Managing Disagreements Prepare

 Carry out the plan  Evaluate outcomes  Follow-up Managing Disagreements Managing Disagreements Implement

 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. Managing Disagreements Managing Disagreements Constructively

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

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

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

Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process Change occurs when... SOMETHING OLD STOPSSOMETHING NEW BEGINS

Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process  Change Management Starts with the Outcome  Transition Management Starts with Wherever People Are

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

Managing Change Managing Change Leveraging 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!

Managing Change Managing Change Leveraging 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

Managing Change Managing Change Leveraging 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

Managing Change Managing Change Leveraging 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

Managing Change Managing Change Leveraging 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

Managing Change Managing Change Leveraging 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?

Managing Change Managing Change Leveraging 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

Managing Change Managing Change Leveraging 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

Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process Remember... Change is constant!  Conclusion

Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process Managing Endings for New Beginnings = SUCCESS!

Recommended Reading Material  Managing Transitions, 3 rd 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, 1 st Edition  Change is Good...You Go First. 21 ways to Inspire Change by Mac Anderson and Tom Feltenstein Managing Change Managing Change Leveraging Member Engagement to Navigate the Change Process

Protocol Susi Benson, CAP DE-MD-DC Division President - IAAP ®

 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. 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. Invitations to IAAP Events

 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. 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. Expenses

 IAAP Members - If Not Seated at Head Table 1. International Board of Directors 2. International Board of Trustees 3. International Committee Chairman 4. IAAP Headquarters Staff 5. Division Officers Introductions

6. Division Committer Chairman 7. Chapter Officers 8. Chapter Committee Chairman 9. Special Guests 10. 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. Introductions (continued)

 Be kind. Don’t use 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 thread  Respond in a timely manner.  Be crystal clear. In the subject line explain what you want Electronic Communication

 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 Electronic Communication Phones

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

Financial Management Norma Wagner, CPA DE-MD-DC Division Treasurer - IAAP ®

 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. Financial Responsibility

 Evaluate financial policies  Evaluate goals and objectives  Evaluate financial performance  Effective teamwork Financial Management

 Financial review/audit recommendations  Banking requirements  Communication and access Financial Policies Financial Policies Fraud Prevention

 What’s the difference  Financial Review – Internal Review  Members assigned to provide an evaluation and/or monitor the reporting & financial practices or  Accounting professional will review records to access validity of numbers and speak with appropriate officers.  Audit – External Review  Accounting professional (CPA) will obtain independent evidence of numbers, plus look at the internal controls. Financial Review vs Audit

 Definitions of a 501 (c) (6)  Enforcement  Use of funds  Standards of Integrity Financial Policies Financial Policies Tax Compliance

 State and Local laws  Fundraisers  Auctions  Raffles Financial Policies Financial Policies Auctions & Raffles

 Fufilling IAAP’s mission  Reserves  IRS scrutiny Financial Policies Financial Policies Excess Funds

 Responsibility – Treasurer & President  Form 990 EZ or 990N (epostcard)  W-9 form  Form 1099 & 1096 Financial Policies Financial Policies IRS Filings

 Definition  Review Strategic plan/business plan  Determine financial goals  Approval Budget

 Definition  Review  Evaluate  Communicate Financial Performance Financial Performance Statements

 Definition  Committee  Review  Communicate Financial Performance Financial Performance Review / Audit

 Education  Deadlines  Review  Communication Teamwork Teamwork Transparency

 And understand your financials!!!  Use your common sense  Ask questions  Remember: IAAP is a 501 (c) (6) non- profit Business League (all money is used for the chapter-NOT individual members)  Be knowledgeable about tax compliance guidelines, as well as raffle & auction laws Know

 Presidents – ask for & expect timely financial reports  Communicate often with your Treasurer  Treasurers – provide your boards with clear statements regarding monthly income & expenses  Refer to your budget; not how well the chapter is meeting that budget Ask

 About budget trends:  If repeat events have declining revenue, budget accordingly (maybe drop that event). Be conscious of variances (differences) between the Proposed Budget and Actual Budget.  Be conscious of spikes & valleys in some areas of income & expenses. Ask

 In the handouts:  Tax Compliance Announcements  IAAP Standards of Integrity  “Let’s Get Serious” – re: excess funds  990N (ePostcard) information  Sample forms: W-9, 1099-MISC, 1096  Accounting Library Document List Companion Attachments

 Internal Revenue Service –  International Treasurer – Wendy Melby CPS/CAP -  Treasurer’s eGroup  HQ Staff -  Holly Emmert, Accounting Specialist  Melissa Mahoney, Finance Supervisor  Sue Tuff, Controller Resources

 Norma A. B-Wagner, CPA  DE-MD-DC Division Treasurer   Cell: (410) Questions?