This Presentation was not printed and added to your packets but
will be added to the division website by Wednesday, August 17
th.
Slide 3
Pathway to Excellence 2011 2012 Changes Marsha Kremzier, CAP
2011-2012 DE-MD-DC Division Vice President - IAAP
Slide 4
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 authors article does not
qualify. Member of Excellence Member of Excellence Changes to the
2011-2012
Slide 5
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 2011-2012 (continued)
Slide 6
Member of Excellence Changes to the 2011-2012 (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.
Slide 7
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 2011-2012 (continued)
Slide 8
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 2011-2012
Slide 9
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 2011-2012 (continued)
Slide 10
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 2011-2012 (continued)
Slide 11
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 2011-2012 (continued)
Slide 12
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 2011-2012
(continued)
Slide 13
Pathway to Excellence Program Pathway to Excellence Program
Changes to the 2011-2012 The Pathway to Excellence criteria an
evaluation forms can be found on the IAAP website, see path below:
http://community.iaap-
hq.org/resources/viewdocument/?DocumentKey=443558
4b-dafc-4183-8eef-5b37322aa24d
Slide 14
Managing Disagreements Portions Based on the change/transition
work of William Bridges WITH PERMISSION FROM WILLIAM BRIDGES &
ASSOCIATES Patricia May, CAP 2011-2012 DE-MD-DC Division President
Elect - IAAP
Slide 15
Managing Disagreements Managing Disagreements Constructively
Guiding Principles 1. Preserve dignity and self-respect. 2. Listen
with empathy. 3. Dont expect to change others behavioral style. 4.
Express your independent perspective. The essence to honor the
legitimate interests of all involved persons.
Recognize your patterns Minimize pitfalls Plan your strategy
Managing Disagreements Managing Disagreements Plan
Slide 19
Problem solve Practice Managing Disagreements Managing
Disagreements Prepare
Slide 20
Carry out the plan Evaluate outcomes Follow-up Managing
Disagreements Managing Disagreements Implement
Slide 21
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
Slide 22
Source: Herbert S. Kindler, Ph.D., Managing Disagreement
Constructively: A Practical Guide for Constructive Conflict
Management, Crisp Publications, Inc. Managing Disagreements
Slide 23
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 2011-2012 DE-MD-DC Division
Secretary - IAAP
Slide 24
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
Slide 25
Managing Change Managing Change Leveraging Member Engagement to
Navigate the Change Process Change occurs when... SOMETHING OLD
STOPSSOMETHING NEW BEGINS
Slide 26
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
Slide 27
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
Slide 28
Managing Change Managing Change Leveraging Member Engagement to
Navigate the Change Process Ending Resistance Its 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!
Slide 29
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
Slide 30
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
Slide 31
Managing Change Managing Change Leveraging Member Engagement to
Navigate the Change Process Strategies for Getting through the
Neutral ZoneFocus on... Rebuilding What Gets Lost Re-establishing
four things endings destroy... Control Understanding Support
Purpose
Slide 32
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 truthgood news and bad People
usually complain before they create
Slide 33
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 didnt change? What
kinds of secondary change are likely to occur? What are the
non-negotiable boundaries (established real boundaries)? Whats in
it for me us? What kind of assistance will we provide affected
individuals and groups?
Slide 34
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
Slide 35
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
Slide 36
Managing Change Managing Change Leveraging Member Engagement to
Navigate the Change Process Remember... Change is constant!
Conclusion
Slide 37
Managing Change Managing Change Leveraging Member Engagement to
Navigate the Change Process Managing Endings for New Beginnings =
SUCCESS!
Slide 38
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
Slide 39
Protocol Susi Benson, CAP 2011-2012 DE-MD-DC Division President
- IAAP
Slide 40
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
Slide 41
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
Slide 42
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 units activities. Expenses
Slide 43
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
Slide 44
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
Slide 45
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)
Slide 46
Be kind. Dont use e-mail to say no, argue, criticize or deliver
bad news Be considerate, not cryptic. Dont copy others unless they
really need to read it. Dont expect others to decipher what you
mean by reviewing a whole e-mail thread Respond in a timely manner.
Be crystal clear. In the subject line explain what you want
Electronic Communication E-mail
Slide 47
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 cant give your full attention
Electronic Communication Phones
Slide 48
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
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
chapters. Fiduciary duty requires a stricter standard of behavior
than common duty to care. Financial Responsibility
Financial review/audit recommendations Banking requirements
Communication and access Financial Policies Financial Policies
Fraud Prevention
Slide 53
Whats 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
Slide 54
Definitions of a 501 (c) (6) Enforcement Use of funds Standards
of Integrity Financial Policies Financial Policies Tax
Compliance
Slide 55
State and Local laws Fundraisers Auctions Raffles Financial
Policies Financial Policies Auctions & Raffles
Education Deadlines Review Communication Teamwork Teamwork
Transparency
Slide 62
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
Slide 63
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
Slide 64
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
Slide 65
In the handouts: Tax Compliance Announcements IAAP Standards of
Integrity Lets Get Serious re: excess funds 990N (ePostcard)
information Sample forms: W-9, 1099-MISC, 1096 Accounting Library
Document List Companion Attachments