2017 Chapter Leadership Training NOTES PAGES

2017 Chapter Leadership Training NOTES PAGES
Dear Workshop Facilitator: This workshop is scheduled for 1 hour and 30 minutes. We suggest you make notes on this presentation and plan to present it for the first 30 minutes of your workshop. You will also want to tell attendees to write down any questions they may have on their handout pages. At the end of the presentation, attendees will break into groups at the tables in back of the room (allow 5 minutes for them to relocate) so they will have 45 minutes for questions, discussion, and listing best practices. You may want to have some questions to give each table just to get discussion started. We suggest each table assign one individual to write down the best practices that come out of the group. A pad of paper will be placed on each table for this. The reason we are using pads of paper instead of flipcharts is that the information from them is much easier to compile. About 10 minutes before the end of the workshop, have someone from each table read their best practices to the group.

What our global workplace needs… Our NMA chapters need not operate in a vacuum. Business needs leaders (and managers). And our chapters … if they are doing their jobs … are providing value by assisting our member companies in building world class teams. can help provide!

Leadership Skills – No matter what chapter office you hold! This morning’s workshop is NOT just for chapter presidents. It’s about Leadership Skills in general…no matter WHAT office you may hold. Every one of you has a piece of the chapter puzzle and each of you has a position that’s a building block of the chapter operation. As in any organization, there are certain leadership skills which, if properly executed, can help you get the job done. And, as we all know, you don’t have to sit in the corner office of an organization to “lead”. Leadership skills are for everyone…especially in an NMA chapter.

The Opportunities from Leading a Chapter
2017 Chapter Leadership Training NOTES PAGES The Opportunities from Leading a Chapter Your chapter experiences give you enormous personal and professional growth opportunities…it’s career advancement for you, if you do it right!!! Whether you know it or not, those of you who step up and take an active role in your chapter are…without a doubt…better leaders and managers because of what you learn through NMA. Personal story: If you have one where you can state that your NMA involvement has helped YOU grow personally and professionally, share it!

Use your NMA experiences to help discover your own strengths.
2017 Chapter Leadership Training NOTES PAGES Use your NMA experiences to help discover your own strengths. Through being a chapter leader, you may be surprised at what you learn about yourself … especially what you’re good at – what your strengths really are! Find out what they are and use them to your best advantage. Don’t forget the personal and professional development that YOU are receiving all along the way!

Serving as a chapter officer or committee chair can be an effective way to develop and practice your leadership skills. It’s a hands-on experience and it provides the opportunity for goal setting, delegation, and team building. Remember you are developing “transferable skills” that can make you more competitive and position you for success in your chapter and in your “day job”. Well, there’s no better way to pick up leadership skills than leading a chapter full of volunteers. It’s a true “leadership laboratory” when you consider all the stakeholders you have to keep happy – executive management, the human resources folks, your fellow officers, your chapter members, and to some extent, even those who are “potential” members. For most of you, President or not, you are the FACE of your chapter. Those of us who jump in find that being a chapter leader can be great preparation for handling greater duties and responsibilities at higher levels in our own organizations.

The Challenges of Chapter Leadership External – coming from people and situations Internal – stemming from within yourself. Those arising from the nature of any leadership role. Are their “challenges” of leading a chapter? Sure – like in any leadership position. They tend to come from 3 places: External – coping with lack of funding, opposition from others, changing priorities, business issues (layoffs, mergers, etc.) Internal – you may be new to the job, have some insecurities, lack confidence, have trouble delegating, tend to be impatient, etc. Other challenges – setting standards, keeping the vision front & center, having to keep people motivated … just building and maintaining a team!

You are in the Driver’s Seat So, once someone has been elected to an officer or chair position…well, to some extent, that does put you in the proverbial “driver’s seat”…but let’s talk about what that means. Whether you’re the chapter president, vice president, or you’re heading up the Professional Development Committee, a lot is expected of you. People anticipate that you will see to it that you get the job done. This is where your interpersonal skills are your best asset. Your ability to lead a group of members will make all the difference!

It’s about Goal Setting
2017 Chapter Leadership Training NOTES PAGES It’s about Goal Setting For starters, the role of a leader in any situation starts with goal setting. Goal setting is a powerful process for thinking about your ideal future (yours or the chapter’s) and for motivating yourself and your chapter leadership team to turn your vision into reality. The process of setting goals helps you choose where you want to go! Anyone know what step in the process of goal setting is missed the most? It’s not putting together an Action Plan right after you set your goals! You have to identify the steps you’re going to take to realize those goals.

It’s about … Leadership is also about partnering with others. Partnering with exec management Interfacing with HR Connecting with your members Asking questions such as, “What is everyone trying to achieve?” It’s about connecting the dots and working together – the chapter is there to DO something! Remember to BE ALIGNED. You never want to give the impression that you are working against any department, leader or existing structure. Leverage the fact that you are part of a larger organization with the infrastructure you need to get things done.

The Personal Challenges of Chapter Leadership Who are you as a leader? Whom do you aspire to be? What do you want to achieve? Who’s there to help? What talents are on your team? How well do you know your customers? Ok, now before you can effectively lead any group, especially a team of volunteers, and start heading the chapter for the goalpost, it’s time for a little self inventory. Questions like these are important. Take some time out to ask who you are and what kind of a person you are. The answers can shape your ability to lead and live well. Another question to consider is what legacy do you want to leave? These are PERSONAL challenges. (Workshop Leader…Review the ones above and expand/expound as you wish.)

Conduct yourself as a leader
2017 Chapter Leadership Training NOTES PAGES Conduct yourself as a leader Model good leadership behaviors Stay on track, but change course if needed Demonstrate sensitivity & respect for others Value the “collective knowledge” in the room ASK for different viewpoints Accept criticism graciously Accept full responsibility for your actions Conduct yourself as a leader…and remember that you don’t OWN the chapter. Stay on track, but change course if need be Demonstrate sensitivity and respect for others Value the wisdom & experience on your team ASK for different viewpoints; draw people OUT! Accept criticism graciously; you’re “gonna get it”! Accept full responsibility for your actions; be accountable

Anticipate Surprises Even when you think you know where you’re going, you can round the bend and there’s a surprise or two. As a chapter officer, you have to roll with whatever comes your way…and in many ways, it’s the ultimate test of your ability to handle change and deflect a curve ball. (I think it will be fun to ask the audience if one person would like to share a “nightmare” story of their own that they’ve had to deal with at one point or another at the chapter level.)

The Organizational Challenges of Chapter Leadership
2017 Chapter Leadership Training NOTES PAGES The Organizational Challenges of Chapter Leadership Who are your customers? What do they want from the chapter? How are you going to get them what they want? What are you doing to attract new hires … the millennials … the seasoned veterans? Aside from the personal challenges, there are organizational challenges. To be successful, you have to ask some questions and work as a team. First, who are your customers? They are first and foremost your members. To those of you in single company chapters, your executive management is another key customer. And “potential members” are customers too. Why? Because they SHOULD be part of your chapter… and you should be doing everything in your power to make the chapter enticing to them. Secondly, what do these people want from the chapter? What are their needs? Thirdly, how are you going to find out and how are you going to satisfy their wants and needs?

So, what makes a great chapter leader?
2017 Chapter Leadership Training NOTES PAGES Honesty Focus Passion Respect Excellent persuasion abilities Ok, let’s shift gears and look at some of the characteristics and attributes of a great chapter leader. Ask yourself how YOU measure up. 1. Honesty. Always do the honest thing. It makes people feel like they know where they stand with you at all times. 2. Focus. Know where you're going and have a strong stated mission to lead people on. If you and the other officers aren’t sure, how can your members be sure? You have to have strong focus and stay the course. 3. Passion. Whatever it is, you must have passion for what you're doing…and you have to show it! 4. Respect. Not playing favorites with people and treating all people -- no matter what station in life, what class or what rank in the org chart -- the same. 5. Excellent persuasion abilities. People have to believe in you and your credibility. Image is everything and the belief people have in you, your NMA product, your mission, your facts and your reputation are key to being a great leader. None of this just happens! With your team, can you influence without enflaming? Can you persuade and not dictate?

What makes a great chapter leader?
2017 Chapter Leadership Training NOTES PAGES Confidence Caring attitude Clarity Engagement 1. Confidence. If you don't believe in yourself, no one will. Sometimes people worry that if they show too much confidence, others will think them arrogant. The reality is people want to know what you know for sure -- and what you don't. Having the confidence to say "I don't know" is a powerful skill. 2. Caring attitude. The strongest, most effective leaders care not just about the chapter, but about the people in it and the people impacted by it. Plus, they show they care through their words and actions, even proving how they care for themselves by continuing their own professional development. Care shouldn't be a four-letter word in our workplace today -- and the best leaders know it. 3. Integrity. They are people who are respected and worth listening to. In tough economic times, people in general as well as chapter members prioritize and seek leaders and organizations that are honest and meet their commitments. 4. Engagement. Great chapter leaders are able to get all members of their team engaged. They do this by offering them challenge, seeking their ideas and contributions and providing them with recognition for their contributions.

2017 Chapter Leadership Training NOTES PAGES Celebratory Empowering Humility Self awareness Celebratory. In today's work environment, people are working very long hours and they need to take some time to celebrate their successes in order to recharge their batteries. Chapter leaders who fail to do this create a burnout environment over time. 2. Empowering. Great chapter leaders make their fellow officers and others feel emboldened and powerful, not diminished and powerless. Remember…you don’t have to pick the table decorations for Top Management Night. Let people do their jobs! 3. Humility. True leaders have confidence but realize the point at which it becomes hubris. Take the chapter seriously, but not yourself. 4. Self-awareness. You need to be clear on what your strengths are and what complementary strengths you need from others. This includes understanding others and learning how best to utilize their strengths. Many unsophisticated leaders think everyone should be like them; that too can cause their downfall. They surround themselves with people like them. "Group think" can blindside them and cause failure.

2017 Chapter Leadership Training NOTES PAGES Leverage team strengths Do transitions Be supportive Don’t just hear, listen 1. Leverage team strengths. Part of awareness is not expecting people to change. If you think you can change someone, think again. We are who we are. Your job as a chapter leader is to get to know the people on your team. Get to understand each person's strengths and place them in positions where they can flourish and grow. If you are good at that, you’re well on your way to success! 2. Hold Leadership transitions. When your year starts…or for those of you whose year is about to end, you MUST formally transition this year’s group to next year’s group of officers. You have to hold a transition meeting or two. And if you’re in a situation where a lot of folks are staying on, then do two things. First, make sure that if anyone is coming into a new position, that some sort of transition takes place. Secondly, if the “old guard” is coming back for another year, take time to refresh…have a meeting to look at lessons learned and best practices from the previous year. Then decide what you want to do similarly…and differently…THIS coming year. 3. Be Supportive. Don’t only give people the encouragement they need, remove roadblocks when you can. Make people have the resources and the “connections” they need to get the job done. 4. Don’t Just Hear; Listen. Excellent listening skills enable you to understand the wants, desires, and needs of the volunteers. Volunteers want to add value and if they do not believe they are being heard and utilized effectively, they will move on to another organization…or just stop showing up. What’s that old expression… it’s why we have 2 ears and only 1 mouth!

2017 Chapter Leadership Training NOTES PAGES What makes a great chapter leader? Beef up your communication and interpersonal skills. Volunteers are typically seeking openness and interpersonal relationships in their work and expect reciprocal behavior from those who are leading the chapter. In addition to dealing with surprises, be flexible in deploying and allocating resources. Remember, volunteers are not paid employees and cannot be treated the same way. They need to be allowed more flexibility in order to retain them. However, there is still a job to be done and you need to be flexible in identifying options and opportunities. Let people try out their ideas, ok???? This is a great time to practice your mentoring and coaching skills to support volunteer commitment. Volunteers may need additional training or coaching to effectively perform their job. Also…and this is key…be on the lookout for really capable members who may not have been directly asked to contribute. ASK them! And look within the ranks of NON-members too. Never hesitate to directly ask someone if they will help you. Project management skills are a must. Deploying volunteers is only part of the work. Your members have a strong desire to add value and see results. Organizational skills will contribute to your success in gaining confidence and trust. For a chapter VP, especially, overseeing committee chairs to ensure expectations are met is critical. Where possible, a project plan and timeline will enable you to succeed in overseeing the multiple projects performed by volunteers. Beef up your interpersonal skills Be flexible Mentor others Think like a project manager

Utilize your NMA Director Your designated representative on the NMA Board of Directors Every Director is “assigned” one or more chapters (and councils) to represent, assist, and provide service Get him/her on your mailing list - especially your newsletter Each and every NMA chapter has an assigned Director. It is YOUR way to stay “connected” to the national organization. NMA Directors serve multiple roles -- they are unofficial “advisors” to the chapters and they are your representatives to NMA. Another role is that of policy-maker. The NMA staff, in Dayton, administer the day-to-day operation of NMA, but major policy is always determined by the membership through its elected members on the Board. Board meetings are held in January, June/July and Sept/Oct (at the Annual Conference.) It is extremely helpful if the Chapter President will make a strong effort to communicate with the Director. Keep him or her informed regarding the chapter… put the Director on the chapter mailing list and get his or her for electronic communication, too.

…and your Associate Director
2017 Chapter Leadership Training NOTES PAGES …and your Associate Director Often with Board experience There to help you and be a voice for you They keep us aware of your accomplishments Send them your officer meeting minutes, s, newsletters, etc. And don’t forget your Associate directors as well. While they don’t officially serve on the NMA Board of Directors, they are experienced NMA people. They’ve held probably every chapter office there is and many of them have served on the Board at some time. They have willingly stepped up to be an advisor to you. They are there to help you, so keep them in your network. Make sure they get your newsletter and chapter officer minutes.

Your Officer To Do’s Start building your team for next year; stay on top of CAR-1 for this year! Put PIZZAZ into events – make them all SPECIAL Foster executive relationships Challenge the status quo Speak from slides as you wish

Your Officer To Do’s Promote Growth - Help us get NEW NMA chapters Deliver an ROI (Return on Investment) to your members Make sure to send officer election results to NMA Speak from slides as you wish

Your Officer To Do’s Do New Member Orientation and get people onto committees ASAP Publications Contest and NEW Programs Award due May 1. Submit nominees for HOF, MOY, EOY by June 1st. Speak from slides as you wish (Mention that they can go to the website and update chapter officer information at ANY time, not just after elections!)

Opportunity Leadership
2017 Chapter Leadership Training NOTES PAGES Opportunity Leadership The strength to recognize “change” as “opportunity” – and the vision to take advantage of it. The climate we all live in doesn’t always make it easy to keep an NMA chapter up and running…and alive and well. There are SO many distracters and competitors for peoples’ time. But remember…through it all, there’s a chance for what we’ll call Opportunity Leadership – it’s about seeing change as opportunity…and having the vision to take advantage of it!

… and to not be afraid of a little risk
2017 Chapter Leadership Training NOTES PAGES … and to not be afraid of a little risk

And Finally… Leave the chapter in better shape than you found it Stay active after you “retire” from the chapter – become an NMA National Director Speak from slides as you wish

Thank you for your participation. Now let’s move to small groups!

Small Group Discussions
2017 Chapter Leadership Training NOTES PAGES Small Group Discussions How do you get your senior management engaged? How do you do goal setting – REAL goal setting? How do you get people to step up and become officers and lead committees? What else would you like to know from others around the table? Ask your own questions of each other!!! Have the attendees switch tables so they will not be sitting with their own chapter members. Here’s the tentative time schedule: Welcome, agenda, and slide presentation 30 minutes Move to another table minutes Shared best practices and discussion minutes Report out from each table minutes There’s some suggested questions on the screen that they can discuss. Have someone take down any best practices at each table. There’s a pad of paper on which the designated person can write those “best practices.”

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