Pre Engineered Building Manufacturers Hyderabad.pptx
Survival
1. Bring your tent, your compass, and a
large sleeping bag
JWL Association Management
Consultants 1
2. Contracts
Salary Negotiations
Succession Planning
Planned, unplanned
Policies
Bus Book
Interim Replacements
Search
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Consultants 2
3. Give yourself (and your association) a necessary shelter
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4. 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.
5. 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.
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Consultants 5
6. 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
7. Negotiate your way through the forest
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Consultants 7
8. 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.
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Consultants 8
9. Commit to
negotiating
Research salary data
Remove the emotion
Anticipate the
opposition.
Negotiate as if it's for
someone else
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Consultants 9
10. A tool for everyone to use
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Consultants 10
11. 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
expertise
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Consultants 11
12. Or, What to do
When the Phone Rings at Midnight
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Consultants 12
13. I have to resign my job as your CEO. Immediately. I won’t be in
tomorrow.
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14. Planned Unplanned
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15. The Board of Directors must act
Quickly and
Confidently
to preserve the organization!
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Consultants 15
16. Preparation Preparation Preparation
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Consultants 16
18. Go on record: the Board
is committed to a
smooth and orderly
transition in the best
interest of the
organization.
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Consultants 18
19. Develop and approve a
checklist of
procedures. Store in
a readily available
place.
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Consultants 19
20. The Board of Directors
should approve the job
description for the top staff
person on an ANNUAL
basis. Job descriptions
change. Keep it current.
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Consultants 20
21. 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?
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Consultants 21
22. Compile the Succession
Book. Review it
annually. Keep it up to
date. Make sure
everyone knows where
it is!
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Consultants 22
25. Who can open
the door and
answer the
phone? Write
the checks? Be
up and
running in 3
days or less?
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Consultants 25
26. 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?
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Consultants 26
28. Minimize
confusion
Move ahead
with
confidence
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Consultants 28
29. Accounting/financial
Public speaking management
Self-starter, takes Good communication
initiative skills
Honesty & integrity Good writing skills
Business/management Program management
experience Works well with people
Volunteer Management Organized -
Skills Punctual
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Consultants 29
30. 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?
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Consultants 30
31. Professional
Consultant?
Pay for Interview
Expenses?
Operations budget for
the Search
Committee?
Overhead Expense?
Put the projected budget
in writing!
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Consultants 31
32. • 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.
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Consultants 32
33. Who Who
Who Who
Negotiates Makes the
Conducts Authorizes
the Final
the Search? Expenses?
Contract? Approval?
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Consultants 33
35. Governing Documents
•Bylaws, Articles of Incorporation,
Charter
Tax Documents
•Letter of Determination, 990s,
Employer ID number, Sales Tax
Exemption Certificates
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Consultants 35
36. Financial Institutions List
•Latest Check Signing Resolutions and
Instructions on how to change them
Contact List
•Who to contact and how, including
media
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Consultants 36
37. Locations of Important Files
• Membership Records, Blank Checks, Bank
Statements and records
Records of Passwords for Secured
Sites
• Online banking, vendors
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Consultants 37
38. 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 plan
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Consultants 38
39. Dates for major events and programs
Annual Meeting Date
Budget Date
Fiscal Year
Elections
Employee Reviews
Tax Reporting
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Consultants 39
40. 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.
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Consultants 40
41. Strategic Planning
Capacity Assessments
Leadership Training
Individual Coaching for AEs and Leaders
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Consultants 41