survival

SURVIVAL SKILLS FOR THE ASSOCIATION EXECUTIVE

Bring your tent, your compass, and a large sleeping bag

JWL Association Management Consultants 1

Contents

Contracts Salary Negotiations Succession Planning

Planned, unplanned Policies Bus Book Interim Replacements Search


Contracts: You Need a Tent!Give yourself (and your association) a necessary shelter


Is an Executive Contract really Necessary?

Clarifies the role and the authority of the AE. Details the termination (benefits, other obligations) Exec level is not the same as staff—the lower the level of

employee, the less a contract is needed Prevents the tyranny of the minority Is the basis of performance measures of the AE Helps leaders understand the relationship of AE to organization.

Benefits to AE Provide employment security and protection for an executive in a constantly

changing employment atmosphere. (Severance Pay Costs)

Ensure financial security by providing adequate severance in the event of termination and allow the executive to seek new employment.

Provide for any specific items needed by the employee to adequately perform his or her job functions.

Define benefits and bonuses that may exceed those provided to other association employees.

Clearly define responsibilities and relationships with the board and leadership.


Benefits to the Association

Reduces risk of lawsuits in a termination, because procedure has been spelled out

An asset because it lessens the disruption Can serve as a basis for litigation from either

side Both sides generally agree and abide by the

contract Leaders and execs understand their roles

You need a Compass:Negotiate your way through the forest


Negotiation Strategies

Obtain a contract at the employment negotiation process (or choose your time carefully)

Look at the contract as an evolving process. Each contract period, revisit salary, benefits, retirement, perks)

Create the first draft (at your expense) Get an attorney review Take the initiative in performance review Evergreen renewal. Include advance notice for re-negotiation. Spell out bonus provisions; make sure they can be measured.


Negotiating Your Salary

Commit to negotiating

Research salary data

Remove the emotion

Anticipate the opposition.

Negotiate as if it's for someone else


CAR Salary SurveyA tool for everyone to use


Final Thoughts

Be professional in appearance and action Cultivate your image: you aren’t one of

‘them’. You have a separate profession. Get professional designations in

association management Market yourself (reports about meetings

and conventions, manager’s report to Board and membership, Board and Committee meetings)

Create an atmosphere of competence and expertiseJWL Association Management

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SUCCESSION PLANNINGOr, What to do

When the Phone Rings at Midnight


I wouldn’t do this if there weren’t a crisis, but…

I have to resign my job as your CEO. Immediately. I won’t be in tomorrow.


Two Kinds of Succession Scenarios:

Planned Unplanned


In either case…..

The Board of Directors must act

Quickly and Confidently

to preserve the organization!


How can you respond effectively?

Preparation

Preparation

Preparation


Step One: Develop the Plans


Adopt a Policy Go on record: the

Board is committed to a smooth and orderly transition in the best

interest of the organization.


Approve the Checklist

Develop and approve a checklist

of procedures. Store in a readily available place.


Update Position Description

The Board of Directors should approve the job description for the top

staff person on an ANNUAL basis. Job

descriptions change. Keep it current.JWL Association Management

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Executive Director Questions

From the perspective as a Board member, does the job description reflect what you think the Executive Officer should be doing?

Are there responsibilities that you think should be eliminated, changed or updated?

Are there new ones that should be added? Are the current hours of work, benefits, work

supervision, dress code and terms of employment appropriate?


Write A Book!Compile the

Succession Book. Review it annually. Keep it up to date. Make sure everyone knows where it is!


Step Two: Immediate Response


IN THE INTERIMThe Temporary Successor


List the Qualifications for An Interim Manager

Who can open the door and answer the

phone? Write the checks? Be up and

running in 3 days or less?


Written Answers for these Questions:

Who has authority to appoint the Interim? What is the acceptable time frame? Is there a candidate now for that

position? If so, do we have emergency contact information?

Do we have any additional expenses covered in a reserved fund?


Step Three: Search Plan


Why??

Minimize confusion

Move ahead with confidence


Realtor Association CEO: Ideal Characteristics

Public speaking Self-starter, takes

initiative Honesty & integrity Business/

management experience

Volunteer Management Skills

Accounting/financial management

Good communication skills

Good writing skills Program management

Works well with people

Organized - Punctual


Who will conduct the Search?

Board of Directors? Executive

Committee? Special Search

Committee? Who will be on it? What’s the

Budget? Will we hire a

search professional?

Are you familiar with the NAR assistance program?


What’s the budget for a search?

Professional Consultant?

Pay for Interview Expenses?

Operations budget for the Search Committee?

Overhead Expense? Put the projected

budget in writing!


What’s the budget for the replacement salary and benefits total package?

• Know what you’re paying now.

• Know what the competitive marketplace is offering.

• Revise this regularly• Include every thing:

wages benefits, moving costs, car allowance, insurance, other perks.


Establish the process

Who Conducts

the Search?

Who Authorize

s Expenses

?

Who Negotiate

s the Contract?

Who Makes the

Final Approval?


The “Bus” Book: Checklist for a Transition


Checklist #1

Governing Documents• Bylaws, Articles of Incorporation,

Charter

Tax Documents• Letter of Determination, 990s,

Employer ID number, Sales Tax Exemption Certificates


Checklist #2

Financial Institutions List• Latest Check Signing Resolutions

and Instructions on how to change them

Contact List• Who to contact and how,

including mediaJWL Association Management

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Checklist #3

Locations of Important Files

• Membership Records, Blank Checks, Bank Statements and records

Records of Passwords for Secured Sites• Online banking, vendors


Checklist #4

Staff Organization Chart• Including what the Organization

chart would look like should the chief staff person leave….

Latest Copies of the Strategic Plan• Updates to the Strategic Plan, and

Current annual work planJWL Association Management

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Annual Organization Events Calendar

Dates for major events and programs Annual Meeting Date Budget Date Fiscal Year Elections Employee Reviews Tax Reporting


Parting Thoughts

Succession planning should not be rushed. It is much better to have discussions about executive succession in the cool reason of a planning session than in the heat of an executive crisis.

Succession planning is an opportunity for the Board to inventory its current direction and strategize the organization’s future.


Judith LindenauJWL Consulting

www.judithlindenau.com(231) 715-1416

Strategic PlanningCapacity Assessments

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http://www.judithlindenau.com/