IAAP Chapter Leadership Success Tips

Note:  much of the following information and articles are available in the "Chapter Tools and Resources" section in the "Members' Place" area of the IAAP Web site and/or in past issues of IAAP international newsletters.  It is collected here on this webpage for your convenience.

Tips for New Chapter Leaders
Each spring, enthusiastic chapter officers eagerly await the moment when they take the reins over from outgoing leaders. Here are a few tips that will get you up and running as soon as the installation takes place.

• Make a list of things you want to accomplish in your year as leader. Be sure that they are as important to the group as they are to you. They can’t happen without team buy-in.

• Line up your team before you take office. In addition to the board members that you’ll be serving with, seek out capable members who will vow to help you meet your goals. You can’t do it alone.

• Brush up on your people skills. If you think that moving to the top leadership spot automatically makes you “the boss”, think again. You’ll need to win people over by influence, not by positional power.

• Break your goals down into doable segments so you can measure progress month by month. Don’t get three-quarters of the way through the year before you realize you are way behind in meeting your objectives.

• Look for a mentor, someone you admire, someone you trust, who will give you advice and bolster you up when things get rocky. If they have served in that spot or a similar one before, all the better.

• Initiate contact with other new leaders to set up a network of supporters. Go to the IAAP online international directory and choose 6-8 officers from other chapters near and far, with whom you can communicate, commiserate, and collaborate. It will be the best thing you’ve ever done.

• Toss out any negative thoughts, pessimism, or gripes. Promise yourself that this year, you will outgrow any cynicisms and only cultivate the positive, the possible, and the progressive.

• Continue to learn new leadership skills. The more leadership maneuvers you have in your repertoire, the more you’ll be able to successfully deal with any situation, any person.

• Don’t fret over mishaps. Use mistakes to launch better decision making in the future.

• Relax, have fun, and appreciate the confidence fellow members showed by giving you this job!

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What You'll Gain by Taking Leadership Roles in IAAP
IAAP continually needs new leaders to step up and take charge of the present and future of the profession and association.

Here’s how IAAP members benefit personally by taking leadership roles…

1. Meet new people – both inside IAAP and outside the association.
2. Learn from the pros.
3. Gain self-confidence.
4. Get recognition from your peers for your accomplishments.
5. Focus on yourself – for a change.
6. Learn to measure and take acceptable risks.
7. Stretch your limits (many of them self-imposed).
8. Learn how to sell your ideas to others.
9. Take stock of your interests and do something just for fun.
10. Master the art of working as a part of the team.
11. Discover the secret of getting people to work with you.
12. Find out how to motivate others (including spouses and children).
13. Improve your public speaking skills (as they say…get the butterflies to fly in formation).
14. Travel to places you’ve never seen before.
15. Experience new things you’ve never done (yet).
16. Unleash your creativity.
17. Gain respect.
18. Show your children you’re into learning (in other words, walk your talk).
19. Open doors to new opportunities.
20. Expand the circle you count on as friends.
21. Interact with people who are in the same stage (life/career) as you.
22. Be a mentor (or a good role model) for others less experienced than you.
23. Give back what you got from your association with IAAP
24. Feel good about doing something for others.
25. Learn fair play; take your turn.

Here’s how you’ll benefit professionally...

1. Get specialized training that you can use at work.
2. Gain skills you can apply immediately in your workplace.
3. Build skills that will get you noticed by management and possibly get you promoted.
4. Let your employers know they are getting a return on their investment in paying for your IAAP dues.
5. Lose your tunnel vision and learn how an organization is run from the top down.
6. Create a skills portfolio to document your proven abilities.
7. Learn from leaders who work in other companies and see how they do it better, faster, cheaper.
8. Develop a professional network outside your company.
9. Get access to the movers and shakers in your community.
10. Stay on the cutting edge of issues, trends, and techniques.
11. Experiment with new career directions by volunteering in IAAP.
12. Demonstrate your commitment to life-long learning (it looks good on your resume too).
13. Take advantage of inexpensive, quality training.
14. See professional role models in action; work beside them.
15. Pick the brains of top leaders without feeling intimidated (remember: IAAP is a learning organization…you’re supposed to do things you’ve never done before).
16. Have access to headquarters staff and IAAP members who can advise you and serve as sounding boards for you ideas.
17. Explore new ways to get the job done (without having to spend your company’s money or put yourself on the firing line).
18. Get recognition from outside your company and show your company what you’re capable of doing (they may not think of you as a leader).
19. Learn to think of things (happening in your company) like a leader would; mentally move outside your assigned position on the organizational chart.
20. Develop your full potential; don’t let others decide how far you can go.
21. Learn what it means to be a “professional” and adopt the dress, words, and actions of a leader.
22. Experiment with running your own business by taking a leadership position within IAAP and adopting good business practices.
23. Have access to excellent resource materials (reviewed and recommended by IAAP) at discount prices.
24. Meet fascinating colleagues, executives, educators, respected authors, nationally famous speakers, corporate trainers, and a host of other professionals who will inspire and inform you.
25. Continue your education without having to return to college and have it be immediately useful in your workplace.

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Thoughts on Selecting New Leaders
When selecting new leaders for the upcoming year, ask yourself these questions before you nominate and vote:

1. Who truly aspires to assume the position? Don’t select someone who grudgingly agrees to take the job. Look for someone who is thrilled to gain the experience.
2. Who has the special talents needed for the challenges the chapter will meet next year? If there is a need for long-range planning, perhaps an analytical personality would make the most sense. If the chapter is focusing on membership recruitment, then look for someone enthusiastic and with a professional demeanor. Will public relations/publicity be your focus? Who has the most community contacts?
3. Is there someone who is almost right for the job but not quite ready? Then provide him/her with the training needed to develop the skills required. Or, find a seasoned member willing to mentor them throughout the year. Remember, the goal of IAAP is leadership development. If everyone were leaders already, they wouldn’t need us.
4. Is there someone who could do the job well, but some members have reservations about them? Talk to the person and saying he/she would be a strong candidate, but indicate what’s holding members back from complete confidence. They then have the option of changing their behaviors or reshaping their ideas to get total support. Feedback is essential for improvement.
5. Who has the time to give to the job? Not every leadership position has the same time requirements. If you know that someone is already stretched, don’t burden him/her with another time-consuming task. They’ll end up looking bad to their peers and feeling bad about it! Be clear on what it takes to do the job well, then match up with the person who can come through for you.
6. Is there absolutely no one in the chapter who has the skills you need for a certain leadership role? Then consider recruiting for the expertise. Letting someone know that your chapter needs them for a certain project can be a WIN/WIN situation. The chapter gets a trainer to teach members new skills and the new member gets to shine in front of new colleagues.
7. Is leadership dearth a continuing problem for the chapter? Then you need to revisit your leadership positions. Do they provide the volunteer with new opportunities? Are they outdated committees that should be eliminated? Can you rotate the work to every other year? Leaders expect to get as much as they give…and rightfully so.

By asking yourself these questions, you should be able to look at your members and your leadership positions in new ways when elections come rolling around once more.

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Volunteer Leaders: How to Find Them, Nurture Them, and Keep Them
Excellent Article brought to you courtesy of the American Society of Association Executives (ASAE), by Randy G. Pennington

Building a successful association is a little like competing in the high-jump event at a track meet: Your best effort may not win the event because someone is always raising the bar.

This is also true of the demands we place on volunteer leaders. Associations are expecting more from their leadership than ever before. They are realizing that finding, nurturing, and keeping volunteer leaders is one of the most important factors in creating a legacy of excellence.

Back to the beginning to create the future
Any discussion of finding, nurturing, and keeping volunteer leaders must start with the question, "Why do people volunteer?" The reasons typically fall into four categories:

• business/professional growth;
• personal recognition;
• opportunity to give back; or
• invitation to participate.

Volunteer leaders come from volunteers, so the larger the pool of active members, the greater the group of potential leaders. Effective volunteer leadership is not a numbers game, however. The following steps will help you identify potential leaders in your association.

• Know what it takes to be an effective volunteer leader. Many volunteer organizations use a simple test to determine leadership potential. It involves two questions: "Are you breathing?" and "Will you say yes?" Some groups have shortened the exam by omitting the breathing requirement.

Effective volunteer leaders have character, competence, and a desire to achieve results through service to others. All three ingredients are critical in gaining members' trust, completing projects with their help, and staying on the task at hand even when it is more convenient to allow responsibilities to slip.

• Define needs by position and objectives. The position to be filled determines the characteristics and competencies needed. The organization's objectives define the focus for the term of office. Taken together, position and objectives provide a profile for the ideal candidate. Unfortunately, these two important indicators are often ignored for the tradition of promoting leaders based on tenure. Defining needs by position and objectives helps ensure that the best person is in the right place at the proper time.

• Match people and responsibilities. Good leaders may become ineffective when they're in the wrong role. Position and objectives are important when making assignments, but the individual's operating style also has an impact. Successful volunteer leadership is a group effort rather than an individual effort. Effective leadership recruitment creates a balanced team that is goal-, task-, and process-oriented.

Knowing how to identify good leaders doesn't necessarily lead to qualified candidates saying yes. Remember these five tips when recruiting volunteers:

• Be genuine. Sincerity succeeds over technique anytime.
• Be honest about the time requirement. Don't minimize it.
• Offer to help. Communicate the training and support available.
• Sell the job. Explain why he or she would be good in it.
• Be upbeat. Paint a positive picture. Avoid using phrases such as, "Everyone else turned us down."

Think oak trees when growing leaders
A speaker at a high school baccalaureate years ago admonished the young adults in attendance never to forget that it takes years to grow an oak tree but only two months to grow a squash. Both oak trees and squash have an important role in the natural order of things, but which one would be the most stable in a storm?
Mentoring programs, leadership development sessions, varied assignments, formal feedback sessions, and a committee vice-chair system help leaders develop strong roots. Most important, allowing leaders to grow slowly tests their ability to handle future assignments while creating a sense of history. Associations are better served by developing leaders at a responsible pace than by growing them too quickly.

Keeping volunteers satisfied
The number one reason that people volunteer is because they are asked. When their needs are met, they continue to give their time, energy, and resources. Volunteer leaders want to

• know their contributions make a difference;
• have others acknowledge their life and work responsibilities;
• succeed; and
• be appreciated.

Appropriate recognition is always a good strategy for keeping volunteer leaders involved and motivated, but it need not be limited to the obligatory plaque and thank you. Creating a bias for action within the organization or providing support and skills lets people know that their efforts are important.

Perhaps the best thing that can be done to keep volunteer leaders involved and motivated is not to punish them for their good performance.

Burnout is most likely to occur when responsibilities grow to the point where they interfere with the rest of a volunteer's life.
A legacy of outstanding leaders is one of the most important gifts a volunteer leader can give to an association. Members are continually raising the bar. They expect their leaders to clear it every time.

Randy G. Pennington is co-author of On My Honor, I Will: Leading With Integrity in Changing Times (1995, Treasure House).

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From the August 2003 issue of IAAP international newsletter:

ASK IAAP
Too Many Chapter Jobs, Too Few Volunteers

Q. Help! Our chapter can’t get members to serve as officers or committee chairs! We’ve recycled all our seasoned members until they refuse to hold another office and the newer members claim they don’t have time for the jobs. What can we do? I’m afraid that our chapter will eventually dissolve from a bad case of apathy.

A. What you have described is happening in many chapters. Let’s take a look at the problem and discuss some things you can do to alleviate it.

• Today, time is our most precious commodity. You must rethink your chapter functions to address this.

• Start with zero-based committee planning. Eliminate all committees and then just add the ones you really need for that year. If one person can do the job, don’t make it a committee assignment, just delegate to one person. Move to ad hoc (as needed) committees.

• Rotate job functions. If no one wants to deal with 12 months of taking minutes, ask a different person each month to take notes. That makes the job doable and spreads around the responsibilities.

• Cut down on the number of business meetings. Keep them to one each quarter, but continue with monthly educational programs and networking. Decrease the work; increase the fun.

• Revise chapter job descriptions to show what’s in it for the volunteer, not what tasks they must perform. If there is nothing in it for the person, rethink the job. Keep the jobs interesting, fresh, and transferable to the workplace.

• Encourage members to use technology to get the job done quickly. Don’t insist on a traditional process that takes more time. Move from paper to electronic.

• Let the volunteer get the job done in his/her own way. Don’t gauge the job by the past or attach time parameters. Reward results, not effort.

• Recruit new members. In addition to growing the chapter, they also provide more hands and minds to work the chapter functions.

• Join with other chapters to share the load. You’ll have twice as many workers and the half the labor. It’s also more fun since you’ll be meeting new folks.

• Recruit people to serve in specific functions. Enlist the help of a new recruit to redo chapter brochures, or devise a marketing plan, or plan a full-day seminar. Many admins have this expertise already. Ask for their assistance.

• Never, never, never bad-mouth chapter jobs. If you’ve griped about all the work of being chapter president, who’d want the job? Think and talk positive. Squelch negativity.

• Invite student members to participate in chapter jobs. They will be eager to learn and are excellent workers.

• Think outside the box. Do what works. Look for new ways to do old tasks.

• Share success stories via the online bulletin board/discussion forums in the “Members’ Place” section of the IAAP Web site. Don’t try to reinvent the wheel when you can learn from others and they from you.

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What's Hot and What's Not in Leadership

Rate your chapter or division.  Identify areas that you need to focus on as an IAAP leader.

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GOOD – BETTER - BEST

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Focus on Outcomes—Not Activities

How many times have we heard IAAP members talk about all the things they have been doing and expect that we will be impressed? Or how many annual reports have we read that list all the tasks committee members have done throughout the year? They expect that we will admire them and congratulate them on their contributions to the association. But in reality, these folks are missing the point!

The point isn’t how busy you’ve been…It’s how much you’ve accomplished! The activities you’ve been involved with mean nothing. It’s what happens as a result. If nothing transpired, or if your goals weren’t met, then the time and energy spent on the details were meaningless. That’s why Stephen Covey says, “Start with the end in mind.” And that’s what the Cheshire Cat meant in Alice In Wonderland when he said, “If you don’t know where you are going, then any road will get you there.”

All our actions should be conducted with a purpose. We ought to be working toward a goal that is specific and measurable, one that we definitely know whether we’ve made it or not.

So, as you continue working in your leadership position within IAAP this year, take these steps to ensure success and feel a sense of accomplishment.

• Have a clear vision of where you want to end up.

• Articulate this vision to others.

• Get them to help you meet these goals.

• Set steps that will get you to the final goals.

• Evaluate your progress throughout and change course if necessary.

• Identify milestones and attach a deadline.

• Give your team and supporters appropriate recognition.

• Celebrate along the way.

• Focus on the outcomes, not the activities.

• Use the achieved outcomes as a stepping stone to take the group even higher.

• Judge your success not by what you put into the endeavor, but what came out of it!

Know what you want to accomplish and don’t stop until you’ve achieved it. Highlight the end product; don’t create travelogues about the way stations you’ve stopped at along the way. The best leaders are not the ones who work the hardest…but the ones that work the smartest, and produce the greatest results.

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Over-Achievers A Hard Act To Follow
By IAAP Education and Professional Development Manager Susan Fenner

Once I served on a non-profit board. The board chair was quite an exceptional person. She put in many (and I do mean many) long hours fulfilling her duties...and then some. She went over every recommendation and vote with a fine-tooth comb. Sometimes so well, we lost sight of the original thoughts. She felt strongly that personal attention was the way to effective fund raising and demanded that all the board hand-sign every acknowledgement note, invitation, appeal letter, etc. that went out from our organization. She followed up each and every illness, family death, and personal crises of the board with special cards and hand-picked gifts, which she paid for. She often brought in cakes and other culinary treats to spice up our long and often arduous meetings. She sent out volumes of e-mails and kept a close eye on any and all committee work. At the end of her two-year term, her accomplishments looked quite good on paper. But her one main task, of finding a viable successor, was a bust. No one wanted to step into her shoes.

Is it any wonder?

Who could devote the number of hours and the energy that she had? Who among us could keep tabs on all the committee meetings and direct them as she did? Who could find the time during the work day to juggle non-profit issues and still clock out with a productive eight-hour workday? Obviously, none of us thought we could.

So, what seemed so great at the beginning, suddenly took a new turn. She had been such an active, hands-on leader that no one believed they could do as well (or as much) as she did in her term.

Was that good for the organization...or bad? In the short term, she accomplished a lot for the group. But in the long term, she failed us all. For rather than building talent and molding successors, she did it all single-handedly. When it came time for her to leave, she couldn't...there was no one willing to take her place.

The moral? Next time you feel the compulsion to micromanage and look for reasons not to delegate, remember this scenario and learn a valuable lesson. Although we may hold the title, our job, no matter if it is for paid employment or in a volunteer setting, is to train others and then let them do their jobs. By trying to do it all yourself, you keep others from growing and the organization from profiting.

Be a good role model, but don't hog the work or the glory.

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Eight Rules for New Leaders
The January 24, 2005 issue of Fortune magazine included excerpts from the new book, You’re In Charge – Now What?, written by Thomas J. Neff and James M Citrin. Although the book is directed toward managers, IAAP leaders can glean useful information as they take over leadership positions within the chapter and division.

1. Listen. Ask open-ended questions of members, vendors, supporters, and recruits. Force yourself to really listen to what is being said. Stop talking and put your own thoughts aside.

2. Resist the savior syndrome. Before you discuss your vision and your plans, find out what others want and need. If you’re not in sync with them – rethink your direction. If they won’t follow you, you’re all going nowhere.

3. Keep it simple. Long lists of action plans won’t cut it. Give them a few concrete priorities they can relate to. Have a clear and simple theme. Leave room for member imagination and allow them to fill in the details.

4. Hit pause. When you get thrown a good question, stop and think. If you don’t know the answer, promise to get back to them. Don’t fudge, bluff, or bull your way through. You must win member respect and confidence. It doesn’t automatically come with the position.

5. Look for quick wins. If you can fix a few flaws up front, you’ll establish credibility and win member confidence as the new leader.

6. Spell it out. Do more than meet and greet at first. Establish your expectations, communicate what support you need, get buy-in. Set the tone early on. It’s hard to go back and restart a poor beginning.

7. Don’t malign your predecessors. Don’t forget that everyone worked for the past leaders and they have some degree of loyalty to them. Build on that support. Don’t try to enhance your stature by undermining others who have gone ahead of you.

8. Give feedback. Synthesize what you’ve learned and communicate it back to the members. Give the members a stake in the new agenda and making it succeed.

If you keep these eight tips in mind, you’ll start off your new leadership position with direction, backing, and ensure IAAP success throughout the year.

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The following might be helpful for IAAP chapter/division leaders and committee chairs, excerpted from the April 14 USA Today:

What Winning Leaders Do
In his new book, Winning, retired General Electric CEO Jack Welsh says he found that some ways of leading always seem to work in creating a winning company – and that they became his “rules”:

1. Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self confidence. Take every opportunity to inject self-confidence into those who have earned it. Use ample praise, the more specific, the better.

2. Leaders make sure people not only see the vision, they live and breath it. There were times I talked about the company’s direction so much in one day that I was completely sick of hearing it myself.

3. Leaders get into everyone’s skin, exuding positive energy and optimism. Unhappy tribes have a tough time winning.

4. Leaders establish trust with candor, transparency, and credit. Leaders never score off their own people by stealing an idea and claiming it as their own.

5. Leaders have the courage to make unpopular decisions and gut calls. Don’t run for office. You’re already elected.

6. Leaders probe and push with curiosity that borders on skepticism, making sure their questions are answered with action. “We’ll look into it,” says Welch, is the all-to-common business head fake.

7. Leaders inspire risk taking and learning by setting an example. There is no edict in the world that will make people take risks or spend their time learning.

8. Leaders celebrate. Celebrating makes people feel like winners.

Welsh urges leaders to exude positive energy. “Your job as a leader is to fight the gravitational pull of negativism.”

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Moving Through Stages of Group Performance

In his work concerning group dynamics, researcher Bruce Tuckman observed that the work of groups typically moves through predictable stages. He reminds us that groups usually are not effective until they reach the stage of “performing.” 

Here are descriptions of four work group stages that you might recognize in work teams or committees.

• Gathering.  Group members get to know one another in a polite way.
• Chaos.  Group members espouse their individual ideas and opinions, disagreeing and debating with one another. The team struggles over purpose and goals, and members vie for leadership and influence until the team gets organized.
• Unity. Group members settle into working together, are more unified as to purpose, and begin to become a cohesive group.
• Performing. Group members become a working unit and produce results.

Researchers say that it takes at least 19 hours of intentional work to get a group to the performing stage. The process is fluid and the group moves back and forth through the various stages depending on the group make-up and the issues it is confronting.

According to Tuckman, while it looks and feels messy, the chaos stage is not inherently negative—if the group knows how to identify it for what it is, it can be used as a productive stage—one that generates creativity and energy. Chaos may be characterized by struggles over goals, ego-based discussions, formation of cliques; and a win-lose attitude. To move out of a chaos, the group should focus on respecting individual opinions within the group; establish trust; develop group knowledge and skills; create a common vision, and empathize with the personal responsibility of others within the group.

Signs of a Top Performing Group
Here are the qualities of a top performing group (applying to associations, committees, organizations, etc.), adapted from Organizing Genius: The Secrets of Creative Collaboration, by Warren Bennis and Patricia Ward Biederman.

• Positive interaction
• Gentle fun
• Active listening
• Creativity valued
• Clearly defined roles
• Actively works toward its vision
• Resolves differences
• Respect for skills and talents
• High group morale
• Intense loyalty
• Strong team identity
• Collaborative efforts
• Suitable and positive role for everyone
• High confidence in accomplishing task
• Positive, respectful, open meetings
• Ideas used to build a better solution 

Great Groups (IAAP Chapters)...

• Enjoy a rich mix of people
• Have a clear, collective purpose—a vision that makes everything they do seem valuable
• Share information effectively
• Love ideas—the more the better
• Create a climate of trust and respect
• Have dreams with deadlines
• Have fun and celebrate their successes!

 Is your chapter or committee a performing group? If not, make it a goal to work toward these objectives this year!

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The following article was recently published in 2005-2006 Great Lakes District Director Mary Ramsay-Drow's District Update newsletter...excellent encouraging advice on why anyone should consider taking leadership roles within IAAP...go for it!

Embrace Risk and Never Stop Learning
As we move into the final months of the 2004-2005 IAAP year, I’m sure that many of you are being approached to take on leadership roles in your chapters and divisions. Before you say “No,” take a few minutes to reflect on the following strategies from the book, “Leadership The Eleanor Roosevelt Way,” by Robin Gerber. This is an excellent, very readable book on leadership strategies that I recommend everyone read.

Embrace Risk:

• Recognize that all risk takers struggle with and overcome internal doubts and fears. Focus on your abilities, your talents, your strengths.

• Accept that you will never be able to plan for or control every contingency; such is the nature of risk.

• Practice the positive — in your mind, in your discussions, in your relationships, in your actions. The glass is always half full if you want it to be.

• Be optimistic. Ask yourself: “What is the worst that can happen?” Get a realistic handle on your doubts and fears, then move ahead.

• Replace the “I can’t” refrain in your mind with “I can.” Remember that real change is the reward for leaders who accept risk and take action to bring about their dreams.

Never Stop Learning:

• Learn from everyone by inviting others to teach you.

• Give any new idea a few minutes of your time. You never know what you can learn or how your leadership will be enhanced.

• Keep your organization and your brain healthy by offering challenge and revelation.

• Be a leader who is a learner; be a learner who is a teacher; be a teacher who is a leader who motivates others to lead and learn.

• Discover the things about yourself that will add to your confidence and competence as a leader.

Becoming a committee chairman or an officer at the chapter or division level does involve embracing risk as well as opportunities to learn new things. So, please say “Yes” when you’re asked to move to the next level in your service to IAAP.

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IAAP Education & Professional Development Manager Susan Fenner shared the following experience with another volunteer association she belongs to -- really insightful tips on how volunteers in an organization can work together effectively...

Notes From A Productive Meeting
At a recent strategic planning committee meeting I attended for a non-profit organization I’ve have been involved with for some time, I noticed that something very interesting was happening. On the surface, it all looked the same...two people were sharing a plan they had developed with input from a number of sources. The committee members were asking questions and people were jotting down notes in the margin of the draft under discussion. But something seemed different from the usual meetings I’ve attended other places. Driving home that night, it struck me what was different, what made this particular meeting so effective and why everyone left feeling good about the time we’d volunteered.

• By having the materials a few days before the meeting, everyone came prepared with questions and comments.

• The meeting started on time and ended early. The chair was cognizant that we were all busy professionals.

• Planners limited their presentations to new information only – no rehashing old thoughts or decisions.

• When questions were asked, they were done so with respect for the ability of the staff. No one was trying to one up anyone else.

• No one member dominated the discussion. Once members made a comment, they let it go. They didn’t feel the need to push their ideas or try and win others to their point of view.

• When a point was valid, the draft writers acknowledged it and thanked the member for their insight. No one felt the need to defend what was written.

• There wasn’t any rush to finish. We were there to do a job and were confident that the task would fit the time allotted.

• Everyone listened to each comment and no one rebutted what was said. Everyone understood that what was said were only suggestions or thoughts. There was no need to press issues, no hidden agendas.

• When agreement was felt, a member would say, “Good point.” No one had to restate what had just been said.

• Whenever a typo was found, the writer thanked the member for finding it. As professionals, we all knew that this was only a draft.

• At the conclusion, the group was asked once more if there was a consensus to distribute the revised document to the board. We all took ownership, realizing that no document is perfect and that changes can still be made when it becomes a working plan.

• At the end of the meeting, we all gave kudos where warranted – for excellent writing, for helpful insight, for taking time out of a busy day to participate. We all left feeling that our time was well spent and that we had learned from each other how to be better managers and leaders.

If only every committee and board meeting could be so productive...we’d have no trouble getting member involvement.

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Tips for Successful Chapter Meetings
The following tips for having a successful chapter meeting were presented by association leadership expert Sam Saenz at an IAAP Incoming Division Presidents Conference a few years ago. Some of these tips may seem basic and obvious, but remember: there is beauty in simplicity.

To Have a Successful Chapter Meeting:
1. Let people know that you are having a meeting
2. Begin the meeting on time.
3. End your meeting on time.
4. Keep your speaker on time.
5. Do not conduct business in your meetings.
6. Meetings should have two primary functions: to learn something and to have fun.
7. Make sure that everyone feels important.
8. Determine what type of person will make a good member for your chapter.
9. Keep membership recruitment in front of the members.
10. Introduce all new members.
11. Have a nice induction for each new member.
12. You will not have a second opportunity to make a good first impression.
13. Ask all new members to join a committee.
14. Ask established members to act as mentors.
15. Keep in mind that if the chapter does not serve the member's needs, the member will find something else to do with her/his time.
16. More than anything else, the leader of the meeting will determine the course of the meeting.
17. Lead by example.

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Twelve Turnoffs for Newer IAAP Members

The largest category of IAAP loss is the member who has been with IAAP for one to five years. Let’s take a look at the turnoffs for new members, especially those from Generation X.

1. Bureaucracy and red tape. These can be barriers that keep new members from actively participating. Too many chapters keep erecting "hoops" for members to jump through before they are allowed to move into leadership positions. Younger generations just aren’t willing to accept the wait…or the hassle.
2. No clear vision; lack of focus. Chapters or committees that lack a clear direction are unappealing. Members today aren’t willing to "spin their wheels" when there is so much other competition for their time and energy.
3. Not fun. While most people don’t join association just for the "fun of it," they definitely are not looking for painful or negative experiences. If meetings or committee work is stuffy, cliquish, dry, or just plain drudgery, who needs it?
4. No end to commitment. Younger members are attracted to projects that are short-term, specific, have clear beginnings and endings, and are worthwhile. They like to concentrate their focus, do a job, then move on to new experiences. They don’t like to meet to fill time quotas or to hear someone pontificate.
5. Not open to innovation and creativity. Newer members like to solve problems and come up with unique solutions. They don’t like hearing, "But that’s the way we’ve always done it," or "We’ve tried that before and it didn’t work." They need opportunities to test their innovation skills and try their wings. And, IAAP is a learning organization…so we say.
6. Bad meetings or bad planning. This group has little tolerance for poorly planned or disorganized meetings. They want to spend their time making a difference…not trying to figure out how the group should get started. They tend to be more impatient and action-oriented than members in the past.
7. Patronizing attitudes. Being treated like children or less-than-colleagues makes younger admins and student admins angry. They want to be judged by their contributions, not the length of their tenure in the association. They look at individual contributions before they look at other attributes, like age, titles, etc.
8. Fear of change. Young people are more willing to take risks. In fact, they enjoy it when things are evolving and find operating within the status quo confining, even boring. It frustrates them when the group denies reality or thwarts initiative.
9. Lack of appreciation. Despite growing up with good self-esteem and confidence in their abilities, these new leaders want to be appreciated for their efforts. Failing to provide feedback or recognize their achievements can be deadly. They will move on to another opportunity where their contributions are appreciated. They won’t "hang around" as older members have in the past, waiting (and hoping) for things to get better.
10. No sense of community and spirit. There is little patience for "the old boys/girls network" or other association cliques. Diversity and inclusivity are key concepts they have grown up with. They want to feel involved and connected with everyone in the group.
11. "Pay your dues" mentality. Outdated leadership tracks are a source of frustration. This segment resents years of service being a requirement to assume leadership roles. They don’t necessarily want to make it to the top…but they do want to make a difference from day one. They need to be engaged early in their membership or they will quickly lose interest and leave.
12. Talents not taken advantage of; perspectives not respected. A theme of "don’t waste my time" runs through this group. And this feeling grows when they know they have the knowledge and skill to make a difference, but aren’t given the chance. The worst possible scenario – when they are snubbed or ignored for volunteering to help.

A small shift in chapter and leadership thinking can enhance the association experience of newer and younger members and will start them on a lifetime of professional commitment to IAAP. It just involves seeing things from different perspectives. --Condensed from "Cultivating New Leadership" by Jeffrey B. Cufaude, in Association Management, January 2000.

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The Power of Place in IAAP

There are four Ps in effective marketing—product, price, place, and promotion. Most of us give a lot of thought to the products we make available. We spend hours determining a fair price that provides us some profit. And we continually try to discover new and innovative ways to promote products to our customers. However, the P that is most elusive to us is oftentimes the one we take for granted—place, or the location where we make our product available to the marketplace.

If you give attention to all four Marketing Ps (Product, Price, Place, Promotion), your chapter and programs will be more successful. It’s a sure-fire way to get new members, keep tenured ones, and realize a profit from your educational events.

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Recipe Tips for Chapter Success
If you keep doing what you’ve always done, you won’t keep getting what you’ve always got! Not any more! Not in today’s world! That’s been proven time and time again in chapters, divisions, districts, and member workplaces. We need to change with the times and do what works!

So let’s see what we can cook up and share some recipes for chapter success. Here are some sure-fire tips from leader chefs:

• Sacred cows make the best burgers. What used to work often doesn’t work any more. If you are losing members, having fewer members participate, coercing members to support chapter fund raisers or projects, experiencing difficulty finding people willing to serve as officers and chairs, or disappointed that guests don’t become members…then you need to search out the sacred cows that keep you tethered to the past and eliminate them. Look at every project, every committee, every thing you do. If it isn’t working—get rid of it or replace it with what does work.
• Cut the fat and use only the freshest ingredients. Streamline business meetings, print short reports in the newsletter, eliminate committees that are outdated or jobs that can be effectively done by one person with member input. Don’t hold things over from year to year. Begin each chapter year with zero-based planning. Offer fresh ideas and new activities to keep members interested and involved.
• Post ingredients. Be up front with members. Tell them what is involved in a chapter “job.” Let them know how many hours it will take and if it can be done all-at-once or requires monthly commitments. Tune in to everyone’s favorite radio station WII-FM (What’s In It For Me). Point out the positives, but don’t gloss over the negatives. Make every chapter job fun, exciting, and something that will enhance a resume. Remember today, everyone is cutting calories!
• Add some sizzle to the steak. Promote benefits and tell members what they will gain from joining IAAP, serving as a leader, or assuming additional responsibilities. We don’t take on extra jobs any more because of a sense of duty. We want a return on our investment.
• Every acclaimed chef tastes her creations. Ask for input. Don’t be afraid of constructive feedback. Use executive advisory members, ask for suggestions from the market you are targeting (like Gen-Xers or reentry women), and make use of IAAP staff. The time for input is before you’ve printed 5,000 brochures or prior to your IMPACT meeting.
• Tailor the menu to suit your audience. Would you go to Chinatown looking for a fine Italian restorante? Find out the psychographics of your membership pool and use this information to shape a chapter that exactly fits the members you’re appealing to. Keep evaluating to see what new needs they might have and what your chapter ought to do to keep pace. Continually assess the four Ps of marketing: product (or service), price, place (location), and promotion.
• An appealing presentation enhances the experience. The presentation and garnishes are as important as the meat on the platter. Call new members to welcome them. Avoid seating guests next to negaholics. Follow-up with guests via a handwritten note, e-mail, with maybe even a few free issues of the newsletter. Garnishes include anything special that recognizes people and makes them feel welcome and important.
• Create your own reviews. Invite your critics and wow them with the presentation and “meat” of the organization. Get testimonials from satisfied members (customers) and use them prominently in your promo. Don’t aim for a meeting notice in the newspaper, but use the research provided on the IAAP Web site or in OfficePRO magazine to generate your own professional news.

Remember, IAAP is a business. Our business is the development of people. Don’t stew over dwindling membership and lack of participation. Cook up your own recipes for success.

# # #

Top 20 Leadership Tools You Can Use

Barton Goldsmith PhD provides the following top 20 tools used by the most successful leaders. Some of these are already in your toolkit, others you may have forgotten. Keep this list handy as a reminder of time-tested solutions that will make you and your team shine.

1. Use the power of the pen. Recognition is the number one motivator. A simple thank you note is more important than money to most people. Break out the fancy pen you got for your birthday and say thanks to the people who helped to get you there.

2. Understand the importance of emotions. Feelings are apart of daily life and daily business. When people get hurt feelings they become poor performers, so make sure you deal with these issues sooner, rather than later.

3. Great leaders have one thing in common – Passion! If you’re not turned-on about what you’re doing your team won’t be either, so show them that you’re excited and watch them get fired up.

4. Communication is the most important thing in any business relationship. If you don’t use effective Business Communication Skills you’re leaving money on the table and not getting the most out of your people. Don’t be afraid to take a brush-up course and listen to hints from those who are in the positions you want. Chances are they got there because they’re great communicators.

5. Do an organization evaluation at least once a year. Ask your team members to respond in writing to important questions like, “What do we need to change?” and “What do we need to keep doing more of?” This is your mostpowerful tool for a fifty thousand-foot view of yourorganization.

6. Create an organization mentoring program. Every person in and entering your organization should have a mentor. A mentor’s job is to help a new or junior staff member feel welcomed as well as to answer any questions. Having a mentor builds confidence and creates motivation to goabove and beyond.

7. Make sure your teams are balanced with both Innovators and Implementers. If everyone on a team is an Innovator, nothing will get done. Similarly, a team of only Implementers will create nothing new.  Get to know your members’ motivations, personal objectives, and areas of expertise – encourage and reward both leaders and worker bees.

8. Remember that customer service rocks. The two most profitable customer service tips are first, a full return/refund policy, which eliminates risk on the part of your client and encourages them to “step up to the plate.” Second, never say “NO” to clients. This policy creates the opportunity for you and your client to find other ways to do business together, rather than you telling them you can’t or don’t provide a particular service or product.

9. Achieve goals by getting team member buy-in. If your people have input into your goals they will put more energy into helping you achieve them. Ask them what they think and you’ll get their dedication in return.

10. Implement a knowledge lunch. Keep your team up to date by having a lunch meeting once a week where you discuss your organization. You can even bring in vendors and financial advisors (who will buy the pizza) to help keep your team connected and current.

11. Deal appropriately with fear in the workplace. When team members are in fear for their livelihood (and in these times perhaps fear of their lives,) they do not perform at their highest level. Providing a forum to safely talk about these fears will go a long way toward helping achieve superior performance.

12. Don’t just be a manager, be an evangelist. You need to believe in what you and your organization are doing and to share the power of that belief with your team members. A good leader can’t become great if he or she doesn’t inspire faith in their organization.

13. Pursue failure. Failure is not an ending it is a stepping stone to the right answer. Stop beating yourself up for mistakes and see them as an opportunity to begin again with additional information, knowledge and experience.

14. Remember that the “fish” stinks from the head down. That means everything that you are responsible for, everything that goes right, and anything that goes wrong. of your organization, and that the buck stops with you will help you keep your “fish” fresh.

15. Having fun increases productivity and profit. In organizations where people have fun, the productivity and the profit are higher. The American Psychological Association has published surveys about this, and it’s a fact. Take the example of Southwest Airlines—do you know that “a sense of humor” is on their job application?

16. Beware of invalidation. The number one motivation killer is making a team member feel “less than.” If you mistakenly say the wrong thing to someone, apologize immediately. You’ll look like a responsible leader rather than an insensitive bully.

17. Learn to maintain your composure under pressure. Thomas Jefferson said, “Nothing gives one person so much advantage over another as to remain cool and unruffled under all circumstances.”

18. Join a mastermind group. To keep your skills sharp and get answers to difficult questions get into a group of noncompeting peers. The greatest minds in business have used Mastermind Groups to help them excel in their chosen fields.

19. Learn to ask powerful questions. The right question at the right time can eliminate major problems or help a team member find the best answer available.

20. Learn to deal with difficult people. There are specific techniques to deal with different types of people. Learn how to tell avoidance from arrogance and denial from insecurity.

These tried and true 20 tips will help guide you to make the right decisions at the right times, for the right reasons. Leadership is an art form, and the best of the best use many of these proven techniques.

--Dr. Barton Goldsmith is a highly sought-after keynote speaker, business consultant and nationally syndicated author. His columns appear in over 150 publications, including the Los Angeles Business Journal. He may be contacted through his Web site: www.bartongoldsmith.com.

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Forum and Fashion – Effective Leadership Training Methods

Excellent advice and leadership training format ideas in this article by Colleen S. McMahon originally published by the American Society of Association Executives (ASAE). Many of these ideas could be adapted by IAAP chapters and divisions—and some chapters/divisions already incorporate these methods.

Leadership training programs don’t have to be expensive—and they don’t have to last all day. You can schedule several different types of education and networking programs that are inexpensive yet interesting and beneficial. Here are five examples.

One best-idea session

This session consists of five or more chapter leaders who in advance prepare a 5- to 10-minute presentation on one idea or technique that they have used and benefited from within the past few months.

Programs of this type typically receive high marks because they allow chapter leaders to learn from others who are also in the trenches. You can use this to test the waters and determine if the leaders would be more interested in hearing or learning more about a specific topic.

This type of format lends itself fairly well to a breakfast or lunch meeting. If you schedule this event in the morning, you can provide a continental breakfast. If you plan this event during lunch, provide a box lunch or ask participants to bring their own food.

The key to this program is to confirm the date, time, and location as soon as possible. Determine the appropriate panelists by working with a committee of your leaders. Contact the speakers and confirm that they’re willing to participate.

Allow the speakers some time to determine what they’ll cover during their portion of the program.

When developing the agenda, be sure you check the length of each presentation so that each person is given equal time. And don’t forget to allow enough time for a question-and-answer period.

Don’t forget to follow up. No doubt some chapter leaders who want to attend the program will be unable to participate for some reason. Assist your leaders by distributing a summary of the best ideas from the session. Members who attended get a reminder of the discussion, and those who couldn’t attend get several good ideas. Don’t forget to list the contact information for each of the speakers. The speakers will appreciate extra visibility, and leaders who couldn’t attend can contact the speakers for more information. Distributing the list of ideas also provides you with an opportunity to promote your next educational event. If your chapter leaders find the information valuable, they’re more likely to consider attending your next event.

Panel discussions

For a panel discussion, three or four experts discuss a specific topic. The topics can range from the implications from the latest legislation to new marketing techniques.

When developing the program, you should choose topics that are of interest to the leaders.

Results from a quick online survey can come in handy here. Work with your committee to determine the panelists. Don’t be afraid to look outside your membership for a panelist.

Be sure you have your chapter leaders submit some questions prior to the meeting. This will allow the panelists the opportunity to prepare specific material that participants are interested in.

After the event, don’t forget to distribute a summary of the session to your chapter leaders. Again, this helps those who can’t attend the event. It also serves as a reminder to participants.

Chapter leaders, for example, might pick up on something that they didn’t hear during the session. And don’t forget to promote your next educational offering.

Roundtable discussions

Begin the discussion by announcing a topic or asking a question, then asking the leaders to brainstorm ideas with those at their table. For a little variety, plan a different topic for each table.

Make sure the topic is fairly common so that each leader will have an opportunity to share ideas. Your education or activities committee can determine the topics in advance based on suggestions from member surveys or past event evaluations.

Be sure you have someone write down the ideas for each table. You can have this person or another chapter leader present the ideas to the rest of the group at the end of the session. You can then distribute these ideas to the rest of your leaders.

Social events

Never underestimate the value of holding a social event for your leaders. Social events give them an opportunity to network within a friendly and relaxed atmosphere. These events can include luncheons, receptions, or dinners. If your chapter presents any awards, this would be the perfect opportunity to hold the presentation.

Sports events

Sports events can also help leaders develop professional contacts in an informal setting. Be sure you choose an event that the majority of your chapter leaders can enjoy, such as a golf outing or boat ride. You may wish to use this opportunity to turn the event into a charity event. By giving your leaders the opportunity to raise funds for a charity, you can also generate some good publicity. Be sure to choose a charity that’s either appropriate to your industry or non-controversial.

—Colleen S. McMahon is the director of member services for the Council of Residential Specialists, Chicago. This article was adapted from her chapter in the forthcoming ASAE book on component relations.

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Diagnosing and Treating Negativitis
Every office has them. Every IAAP chapter and division has them. Every family has them. If you’re really lucky, you only have to deal with one at a time. If you’re not so lucky, you may find that most of your time and energy goes into playing their games, according to their rules. And if you’re not careful, you can catch the negative bug and end up a carrier yourself!

Here are some facts that will help you inoculate yourself from negative attitudes and keep you from infecting others.

• Most negative behaviors are done for attention. If you ignore the behavior, you stop the positive reinforcement. Once they learn their negativism isn’t getting them what they want, they will try another behavior to see if that works. So be VERY careful about what you reward!

• Being negative requires more than one person. It’s no fun to be negative alone. If no one sides in with you or listens to you, the game quickly goes stale.

• You can always identify someone with negativitis by their refusal to accept any possible solution to the problem. If you notice that this is a pattern, they may have chronic negativitis. After so long, it can turn into terminal negativitis when everyone starts to avoid them.

• Ask them to meet you after the meeting or session and you’ll discuss their points. Most negaholics won’t want to use their own time to rail…especially with an audience of one.

• Ask the group if anyone else has experienced this problem or feels this way. If no one responds (it is okay to prep your audience beforehand), then the problem must be unique to the naysayer or be the naysayer’s problem. Obviously, it is not a group problem.

• A trusted friend might be able to call the negaholic aside and frankly tell him/her that it has been noticed that people are starting to avoid him/her because of a continued negative outlook. A good clincher might be, “You’re too good a member/worker/person to let this happen to you. Is there anything I can do to help you? It just doesn’t seem like you!”

• Segregate the negatives from one another. Never put two (or more) at the same table. Let the positive, upbeat people take control.

• Listen to them once, maybe twice. Then get a consensus from the group that the problem doesn’t exist or that you have chosen not to address it at this time. The group dealt with it, now the group has moved on. If the subject comes up again, you can simply say, “That’s already been addressed.”

• If you have tried everything and nothing works, you might suggest to the negaholic that, “You’re right. I don’t think this will ever meet your expectations. Maybe you should consider changing to another chapter/job/social group.”

Sometimes we forget...the positive people really do have the power. We just need to use it!

# # #

This article by Doris Goode CPS/CAP of Memphis Chapter, published the March 2004 issue of IAAP international newsletter.

What’s in it for Me?

by Doris Goode CPS/CAP, Memphis Chapter President

What are we trying to accomplish as IAAP members? Why do we attend chapter meetings every month? What am I getting out of this organization that makes membership worthwhile? In other words, what’s in it for me?

If you’ve been asking yourself any of these questions, then here is a question for you:

What are you willing to put into it? Are you willing to really become a contributor to your association? Have you chaired or served on any committees? Are you willing to serve as a chapter officer, or run for office at the division level, or even for international office?

When I’ve asked members these questions, I often get the standard responses such as “I don’t have time” or “I’ve never done anything like that before.” Here are some responses I often hear when asking members to take an active role in our chapter, and my answers to them:

I don’t have time. You can find the time if you really want to. Besides, you don’t have to do everything by yourself. Your other committee members and chapter officers are there to help.

I don’t know how. We’ll show you how. IAAP members are famous for our networking and information-sharing abilities.

I’ve never done anything like that before. There is a first time for everything, and there is no time like the present to get started. The skills gained in volunteer work for your association can very often be applied to your real job.

I wouldn’t know where to start. Your chapter most likely has officer/committee leader job descriptions and standard operating procedures that show you how to get started. In addition, you can tap the experience of members who’ve already done it.

I can’t talk into a microphone in front of all those people! Sure you can! Few of us are born leaders—but it’s something that can be learned with experience. The more you speak in public, the easier it gets. And remember that you are part of a supportive group of colleagues—the perfect place to hone your presentation skills!

If you attend chapter meetings and never really do anything, you probably won’t get much out of your chapter membership.

Think of it this way. If you are playing baseball, do you just sit on the bench and let your teammates do all the running, catching, and throwing? Do you let someone else bat for you? You won’t get any fun out of the game that way. You sure won’t feel like a part of the team.

Where would you be working now if the owner(s) of your company hadn’t started it; if they hadn’t been willing to get involved and make things happen? What if no one had been willing to dig in and “get their hands dirty”?

You will be amazed at what you can do. You’ll gain a wealth of knowledge, make new friends, and get a sense of satisfaction and self worth you never thought possible. Plus, you’ll have a lot of fun along the way.

All of this knowledge and experience you gain will make a difference in you. Even if you never use your fundraising skills, or apply what you learned while serving as a program committee chair, or anything else you learn from working in the chapter, that new air of self-confidence you project will be noticed. It may even help you get a promotion and greater responsibility. If nothing else, you’ll be able to look back and say, “I did that! I accomplished something I didn’t think I could do.”

Give it a shot. What have you got to lose? This is your organization. Claim your ownership!

# # #

Ways to Build Your Chapter
Trainer Linda Talley (www.lindatalley.com) offers the following tips to build your chapter and contribute to its mission and purpose:

1. Write down WHO you want as members (define your target groups, qualities of ideal members)

2. Articulate and then show your members how to refer new members to the chapter.

3. Explain in 25 words or less what services you provide to your members.

4. Have a chapter vision and verbally share it with your members.

5. Speak publicly about your profession and/or about your IAAP chapter at a local business or community event at least once a month.

6. Write an article for a magazine or newsletter in your area of expertise.

7. Call or send a personal note to your members at least once a month just to see how they are doing.

8. Find out why people join your association and raise your standards to that.

9. Develop a list of your top 10 referral sources and keep them informed about your chapter programs/services at least quarterly.

10. Develop a theme that will keep you focused and on track for the year.

11. Establish the value of being a member of your association.

12. Develop a one-page strategic plan and take action toward its goals and objectives.

13. Become known as an expert in your field.

14. Be willing to do whatever you have to do to become an expert in your field.

15. Be willing to accept the title of “expert.”

# # #

How to Set Team Goals
Good team (chapter) goals meet three requirements. They:

• Describe a future outcome. “We will improve situation X.”

• Include defining numbers. Goals should include a date/time (“We’ll do it by June 30”) to help team members measure progress.

• Explain themselves. Why is this goal worth achieving? Make sure everyone knows. “Adding 25 new members to our chapter by June 30, 2006 will increase our standing in the community, allow for more member volunteers and better programs, and assist the overall IAAP mission and purpose.”

—Adapted from Results! Results! Results!, a book by Brent Filson

Why Teams Fail to Meet Goals
Is your chapter having trouble meeting its goals and objectives? Teams fail to meet goals for one of the following reasons:

* Too many goals. If you come out of meetings with pages and pages of team goals, rest assured that your team will meet few, if any, of them. Suggestion: Focus the team’s energy by establishing one or two top goals per month or quarter. A goal should be a rallying cry for peak performance.

* Not enough accountability. Do you set goals but fail to follow-up on them? If so, people sense that the goals weren’t all that important. Suggestion: Never set a goal you don’t intend to follow-up on.

When your chapter falls short of a target, find out why. Perhaps the goal was unrealistic or the person or committee responsible needed more time or training. Learn from the experience and use it as a springboard to rethink future
goals.

# # #

Ways to Recognize Volunteers
The following are some creative ways to recognize and show appreciation for volunteer efforts on behalf of an organization or cause, excerpted from an article by Thomas McKee in the October issue of Volunteer Power News e-newsletter. Many of these methods could be used by IAAP chapters/divisions to recognize members’ volunteer efforts.

The following are ideas from Charlie Wick, Volunteer Coordinator for the American Red Cross-Del Norte County, California. Charlie had just spent three weeks in New Orleans coordinating relief efforts:

• Write an article featuring a volunteer in each issue of the in-house newsletter. The article should include a picture and the specific details of what the volunteer did. Also send the article to your local newspaper.

• Have a yearly volunteer appreciation dinner with place cards for all volunteers that includes an item of praise specific to them.

• Have volunteers vote each year for the outstanding volunteer of the year. Recognize the person at an annual appreciation dinner.

• Send regular hand-written notes of appreciation with specific details of an area in which the volunteer excelled.

Other ideas:
• Give an “Olympic type medal” to outstanding volunteers.

• Provide “year bars” pins for five, ten, and twenty years of volunteer service.

• Liberally send thank you cards. Give each committee leader 50–100 thank-you cards at the beginning of the year, and tell them they need to use them all by the end of the year.

• Give a certificate or gift card for a free lunch, along with a birthday card for all volunteers on their birthday.

—Tom McKee is a leading volunteer management speaker, trainer and consultant. Other articles and free resources are available at www.volunteerpower.com

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Is Your IAAP Chapter Gen Y Friendly?
Originally published in Oct. 2005 issue of IAAP Bits & Bytes, adapted from article from Volunteer Power News e-newsletter

There are 68 million people in the US born between 1980 and 1994—the Gen Y generation. Some common characteristics of Gen Ys:

• They are multitaskers and skilled at parallel processing of information
• They are “street smart” digital natives—grew up using technology and have far more experience processing information quickly than their predecessors.
• Asynchronous worldwide communication gives them a sense of connectedness, affecting the way they seek out information and help.
• They believe that active is better than passive and that achievement and winning are important concepts.
• They have much less patience with experiences that don’t pay off.

So what does this mean for Gen Y in