1. Organizing you Chapter for Success How to exploit strengths and eliminate weaknesses of your local chapter LT Dan Hammer, DC, USN, 2010-11 District 11 Trustee Mike Pappas, District 6 Trustee

2. "Change is the only constant." - Heraclitus How is the world changing?

3. Where are we going Leading vs. Managing change Kotter’s 8-Step process for Leading Change Case examples at chapter level Small group breakouts to begin evaluation of your own chapter using models discussed

4. CHANGE: PROCEED WITH CAUTION 70% OF CHANGE INITIATIVES FAIL WHY?

5. Leading vs. Managing Change Leading Strategic thinking Build alliances Inspire a vision Remove obstacles Align stakeholders Spark innovation Managing Set goals Control creativity Implement processes Monitor performance Establish budgets

6. Leading Change Establishing a sense of urgency Creating a guiding coalition Developing a change vision Communicating the vision for change

7. Leading Change Empowering broad-based action Generate short-term wins Never let up Incorporate change into your culture

8. Step 1: Create a Sense of Urgency True vs. False Urgency How to battle complacency

9. Step 2: Creating the Guiding Coalition The Four Qualities of an Effective Guiding Coalition 1. Position Power 2. Expertise 3. Credibility 4. Leadership

10. Step 3: Developing a Change Vision Characteristics of effective visions: –Imaginable –Desirable –Feasible –Focused –Flexible –Communicable

11. Step 4:Communicating the Vision To ensure as many people as possible understand your vision, you must make the vision… Simple Vivid Repeatable Invitational

12. Step 5: Empowering Broad- Based Action Removing as many barriers (structural and managerial) as possible and allowing people to do their best work

13. Step 6: Generating Short-term Wins Creating visible, unambiguous success as soon as possible

14. Step 7: Don’t Let Up! Consolidate gains and produce more change

15. Step 8: Make it Stick! Anchoring new approaches in the culture for sustained change

16. Ohio State: A model for change Chapter had no real leadership structure Initiatives and resources were not utilized to fulfill a vision A few individuals did all of the work No urgency!!

17. Focusing our efforts Step one –Defined the vision “to be the best ASDA chapter in the country” Simple Flexible Focused Repeatable

18. How to get there Created a formal leadership structure – Defined positions, procedures, and their responsibilities Executive council (elected) Committee chairs (appointed) Committee members (appointed) – Each EC member was responsible for 3-4 committee chairs Initially each leader was selectively recruited

19. Ohio State: Creating Urgency Defined why the chapter’s success mattered Cited real life issues facing students today Earned the student body’s trust – ASDA is the expert on issues facing students and the dental profession Sustained urgency through effective communication

20. Starting Small Outlined short, mid, and long term goals Each initiative was intended to create membership value Focused on building a sustainable model one initiative at time – Sustainability!!! – Enhanced events we did well – Eliminated those that did not serve the chapter’s vision – Added events one at a time

21. Facilitating Success Worked with school administration Cultivated Ideas Collaboration

22. Communication Every member must be aware of ASDA’s activities Documentation –Write ups following events disclosing details for planning and execution Spread the word –One on one interactions –Tell your friends –Class announcements