1. Human Development & Leadership Division Human Development & Leadership Division Member Celebration & Engagement

2. What We’re About VISION MISSION To be the community of choice for everyone by making human potential a global priority, an organization and personal imperative. To enrich the personal and professional lives of our membership and the global community to triumph over current and future challenges.

3. Commitments Provide practical, value-added content via products and services To be a leader in traditional and innovative thinking to optimize the application of personal development and leadership principles.

4. Benefits Improve your leadership skills Learn how to make all of your relationships more effective Increase your opportunities for personal development Be part of an exciting division that is at the heart of quality improvement

5. The True North Values Passion for human development & leadership Positive thinking and sharing optimism Respect for Diverse Individuals and Environments Maximizing the potential (or possibilities for growth) for all Individuals Focus on Holistic development - Mind, Body and Spirit Embrace the 'Spirit of Play' and 'Yes, And..' Philosophy Be Fully Engaged at all times

6. Agenda Joining Time / Collective Networking 7:00 start Council Introductions Membership Profile / VOC Results: –“Wants” Delivering Value: Publications Education Communications Recognition Strategy Networking Volunteering It’s a Wrap 7:45 dismissal Post-Meeting Networking Division Chair Chair-Elect Secretary Treasurer VOC / Comm. Marketing Web Publications Conference Education Recognition Staff Support Membership – Adil Dalal – Open – Marlene Johnson – Bill Barton – David Winney – Wanda Sturm – Open – Brooks Carder – Sandra Storli – Open – J. Gilberto Conception – Jeanine Becker – John Breckline HD&L Council

7. Financial Status (YTD 3/31/11) Assets $87,900 Income $15,522 dues (84%) & investments Expenses $11,053 publications, webinars, planning Balance $ 4,469 Note: FY-2011 budget to be developed for FY beginning 7/1/2011

8. Strategic Planning INPUTS 1.HD&L Mission & Vision Statement 2.VOC data 3.Existing Initiatives 4.Annual Budget 5.Current Organization Chart 6.Benchmarking of other ASQ divisions/organizations INPUTS 1.HD&L Mission & Vision Statement 2.VOC data 3.Existing Initiatives 4.Annual Budget 5.Current Organization Chart 6.Benchmarking of other ASQ divisions/organizations STRATEGIC STEERING COMMITTEE 1.Review Input Data - SWOT 2.Brainstorm on Potential Long-term strategic initiatives 3.Identify top 3-5 strategic Initiatives 4.Propose identified initiatives to HD&L Leadership with high-level requirements 5.Upon Approval, create a detailed plan and allocate division resources STRATEGIC STEERING COMMITTEE 1.Review Input Data - SWOT 2.Brainstorm on Potential Long-term strategic initiatives 3.Identify top 3-5 strategic Initiatives 4.Propose identified initiatives to HD&L Leadership with high-level requirements 5.Upon Approval, create a detailed plan and allocate division resources OUTPUTS - Strategic Plan (2-5 years) Initiatives Proposed budget requirements Estimated resources requirements Link with short-term goals Detailed plans for Approved Initiatives OUTPUTS - Strategic Plan (2-5 years) Initiatives Proposed budget requirements Estimated resources requirements Link with short-term goals Detailed plans for Approved Initiatives Using Lean / Hoshin Model

9. QMP Results 2010-11 1.Form Strategic Alliances 2.Grow Membership 3.Provide Member Touch Points 4.Product Offerings 5.Improve Infrastructure 6.Engage Volunteers

10. QMP Results 2010-11 1.Form Strategic Alliances –Actively provided an HD&L presence during 5 distinct professional events –Promoted social responsibility through communication with membership 2.Grow Membership –Developed communication tool with new members –Provided HD&L literature to local Sections

11. QMP Results 2010-11 3.Provide Member Touch Points –3 Newsletters –4 Face-to-Face –2 Webinars –Surveys and other written communications 4.Product Offerings –2 Webinars –1 Primer with more in the works

12. QMP Results 2010-11 5.Improve Infrastructure –Establish new position for Standards and Procedures –Develop Roles and Responsibilities for key positions and tasks 6.Engage Volunteers –Increase number of Member Leaders to share roles –Established Personal Well-being Chair –Recognize Volunteer involvement

13. Membership Profile 2662 Total Members 48 Fellow 102 Attending WCQI 60% Senior 31% Regular 9% Other 80% 8% 12% Virtual Networking Linked In Group Discussion Boards

14. Voice of the Customer VOC Survey – January 2010 –28% response rate Respondents are established ASQ members that are new to HD&L –60% of respondents in ASQ >7 years –70% of respondents in HD&L <4 years

15. Voice of Customer Primary Reason for joining HD&L –Personal Development & Growth Top Rated Programs & Services –Articles –Best practices studies –HD&L Body of Knowledge –Training programs –Newsletter

16. Voice of the Customer Most common other professional associations –American Society for Training & Development –Project Management Institute –Society for Human Resource Management Most often cited “Recommendation to Deliver Exceptional Value” –Communication

17. Body of Knowledge (BOK) HDL's intent is to create a LEADERSHIP BODY OF KNOWLEDGE to inform on the concepts and terms used in different facets of leadership.

18. BOK – Proposed Steps 1 - Research existing bodies of knowledge on leadership (in process). 2 - Compare existing ASQ Body of Knowledge to leadership terms. 3 - Call for volunteers to put plan in place. 4 - Complete tasks in plan, 5 - Publish ASQ-HDLs Leadership BOK Need volunteers who have an interest in leadership body of knowledge.

19. Value: Publications Will publish 4 primers this year – Published: Organizational Trust –In process: Examining Employee Engagement –Planned: Five Pillars of Leadership, Measurement for Leaders

20. Value: Publications Newsletter published –Maintaining Quarterly Schedule –First two issues completed. –Next issue due out in July Submission Deadline: June 15 th Behind the scenes work to update website –Technical challenges –ASQ implementing new software

21. Awards and Recognition More Seniors and Fellows. –One fellow nomination was supported by the Division. –To encourage all HD&L members to become senior members. Ash Ogle award of $500 offered for studies in leadership Recognition: –Best paper published from our members supporting HD&L activities. –To consider recognizing any new concept published in ASQ that promote HD&L improvement.

22. Objectives 2010-11 1.Grow Membership 2667  3000 2.Engage more Volunteers 10  30 3.Member Touch Points 4  12 4.Awareness & Alliances 2  12 5.Revenue Streams 0  2 6.Improve Organizational Effectiveness

23. Networking LinkedIn –HD&L Group –Personal Discussion Boards –Initiate / Contribute Other –One-to-One –????

24. Volunteer Opportunities Council Roles –Membership, Publications, other Webinar Speakers Article Writers Proofing/Editing –Newsletter –Primers

25. Final Words HD&L is a highly viable division of ASQ The incoming leadership represents highly competent, willing and motivated individuals Our membership reflects high level of intellect and diverse interests The interest in human development and leadership is universal and at the core of every leader We recognize the contributions of all who founded this division and trusted us to move it forward