Leadership by liaoqinmei

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									   Leadership
A Presentation for Real Estate
    Association Leadership
By Judith Lindenau, CAE, RCE

                                 1
The Strategic Plan
 “The only job of
  leadership is to
   administer the
  strategic plan.”
                     2
       This Presentation Is….
• Ideas about managing your professional real
  estate association.

• Practical tips from the toolbox! Look for
  this logo for practical tips:



                                              3
                 LEADERSHIP


  POWER                                         RESPONSIBILITY




Leadership of the Association is best when there is a balance of power
                          and responsibility.


                                                                     4
Association Governing
     Documents
      • Bylaws
      • Policies
      • Minutes
 • Membership records

                        5
      Bylaws or Policies?
• Bylaws are the rules. They must be agreed
  to by the membership, and can only be
  changed by the members.

• Policies are the operating agreements. They
  give consistency to operations. They can be
  adopted by the board of directors.

                                                6
        Types of Policies
• Personnel policies (work hours, job
  descriptions, performance reviews, dress).
• Leadership (committee descriptions, job
  descriptions for elected leaders, ).
• Operations (financial policies, amount of
  dues, payment and billing, spokesperson
  responsibilities).

                                               7
   The Mission Statement:
       Characteristics
• The purpose of the organization is clear to
  everyone
• Defines who the organization serves
• Sets priorities for using resources
• Guides planning and decision making of
  staff and leaders
• Everyone has a copy and uses it regularly
                                                8
“   The (organization) serves (the
        real estate industry) by
         providing (services or
        products) to (the target
     audience) and by improving
    the ( ????) of its members so
      that they can better (????)”
                                 9
  The Strategic Plan

• Develop the mission statement
• Develop measurable goals
• Develop action strategies

                                  10
                                   Mission
                                  Statement              Strategy


Strategy
                                    Goal 1
                                    Goal 2                           Strategy
                                    Goal 3


           Strategy                                       Strategy
                                                          Strategy




                       Strategy               Strategy




                      Components of the Strategic Plan
                                                                                11
  The Budget Is a Plan of Action for
 Accomplishing the Mission and Goals!


• Develops specific programs to accomplish
  mission
• Defines the cost
• Sets priorities
• Monitors the progress

                                             12
 Appoint
 Finance                Prepare           Estimate income
Committe                Budget              and Expense
    e



            Prioritiz
            e
            Strategi                  Resolve
            es                     Discrepancies
 Review                            And Prepare
 Strategi                             Budget
  c Plan



                                  Approval by
Budgeting Flow                     Board of
                                   Directors

    Chart
                                                            13
Types of Budgets

       • Cash flow
     • Capital budget
   • Operations budget
    • Program budget



                         14
                     Personnel 37.5%




Figure 1 Expense by Object. 37.5 % Staff; 10.3% Meeting
              Expenses; 4.4% Occupancy

                                                     15
Dues Income: Types of
      Members

 • Membership by company
• Membership by individual
    • Affiliated members

                             16
          Non-Dues Income:
 Create income through Sales of Products and
                    Services.
• Cooperative Advertising (website or print),
  with a listing fee or advertising
• Standard Forms sold to members
• Group purchase of goods or services (office
  products, telephone services, advertising
  rates
• Education programs
• Sale of publications or of data to the public
                                              17
Association Staff
 Working With Members As a
          Team


                             18
Hiring the Association Manager:
        Questions to Ask

•   What skills, background, work experience?
•   Clear Job Description?
•   Employee Review system?
•   Competitive Compensation?



                                                19
      Skills for an Association
               Manager
• Office skills and     • Coordination of
  record keeping          political and
• Responsive to           legislative advocacy.
  members               • Spokesperson for the
• Knowledge of policy     association.
• Knowledge of          • Visionary. Anticipates
  business issues
                          trends.
• Understanding of
  regulations

                                               20
   Association Manager and the
             President

• Each has unique value to the job
• Volunteer knows the profession
• Manager can make things happen, if he has
  power



                                              21
    Tool Box: Making a Good
         Balance Happen
• Staff and volunteer training, like this
  program
• Freedom for manager to act
• Respect of leadership and manager for each
  other
• Accountability with responsibility


                                           22
Getting and Keeping Good
        Volunteers
    Know What Volunteers Want:
    1. Sense of Accomplishment
  2. Recognition for the Work They
                  Do.
                                     23
  Steps to Success in Managing
            Volunteers
• Recruit carefully.
  – Avoid negative people.
• Orient and train new leaders.
• Let them do their jobs.
  – Don‟t „second guess‟ them.
• Evaluate them.
  – Get feedback and hold them accountable.
• Reward them.
                                              24
      Volunteer and Leadership
            Training
• Background information: history of the
  association
• Briefing on key issues currently facing the
  association (external and internal)
• Meet the association leaders
• Volunteer skills: what is expected of a volunteer?
• Review strategic plan and mission statement
               Do this annually!!
                                                       25
Rewarding Volunteers
  Recognize, Recognize, Recognize!




                                     26
     Sense of Accomplishment
• Organize meetings and keep them
  meaningful
• Concentrate on ACTION
• Keep reports and minutes
• Give progress reports at next meeting
• Reward and recognize

                                          27
               Committees
• Have a clear „job description‟ for the
  committee.
• Inform the committee about the goals of the
  strategic plan and how the committee fits in.
• Have a staff person assigned to each
  committee.
• Keep regular minutes.
• Recognize and thank committee members.
                                              28
      Organizing Meetings
   (Respecting the Participants)
• Advance information and background
  material.
• Timed agenda.
• Indicate expected decisions (motions,
  discussion).
• End the meeting with topics that unify.


                                            29
        The Chairman‟s Guide
               Part 1
• Know the agenda and the results you expect.
• Identify a person to present each agenda item.
• Arrive early for the meeting and welcome
  attendees.
• Seat the staff executive next to you to assist in
  managing the meeting.
• Compare notes with the staff afterwards and
  decide on follow-up.
• Report follow-up at the next meeting or before.
                                                      30
        The Chairman‟s Guide
               Part 2
• Establish meeting rules and be consistent.
• Let all people speak once before letting someone
  speak again.
• Limit length of discussion when debate is heavy.
• Encourage quieter members to speak.
• Be the moderator of the meeting, not a participant.
• Sense when it is time to vote and move on.


                                                    31
    Membership
    Development
  “The Association Exists for the
Members. Leaders and Staff Must Be
   Skilled in the Techniques of
   Membership Management.”
                                     32
        Membership Criteria
         Questions to Ask
• Are membership criteria an open standard?
• Include all professionals, and governmental
  service members, too.
• Are criteria to retain membership clearly
  defined?
• Are the rules for terminating membership
  clear and fair?

                                            33
        New Members
• Immediately acknowledge them. Send
  publications, invitations to serve
• Provide an orientation: what members
  should know
  – Ethics and protocol
  – Expectations members must meet
  – Basic skills

                                         34
 Recruiting New Members
• Budget for this activity, both time and funds.
• Have a goal for new members.
• Techniques:
   – Direct mail.
   – Person-to-person.
   – Group activities and events (reception or open house).
• Be sure to follow up on inquiries!


                                                              35
 Membership Retention
• Budget for this! Both funds and time.
• Survey members for new member needs.
• Eliminate services which members no longer
  want.
• Communicate regularly by newsletter, phone call,
  internet.
• Contact members who are dropping membership,
  and develop a „disaster plan‟.
• Identify and train new leaders regularly.
                                                 36
Marketing And Public
     Relations
Marketing Includes Creating Needed
Products or Services Which Members
 Value. It Also Includes Establishing
  the Professional Position of Real
      Estate in the Community.

                                        37
   Who is the „Target Market‟?
        (who will use this product or service?)

• Members.
• Affiliated industries.
• Public who sell, own, or would like to own
  real estate.

 Determine the TARGET MARKET for each
           association activity.
                                                  38
 Principles of Marketing

• What is the product?
• How much will the product cost? (Price)
• How will it be promoted to the target
  market?
• How will the product be delivered? (Place)

                                               39
Creating an Association Website

     • Communicates to Members
       • Communicates to Public
         • Provides Information
     • Can be a Source of Income



                                   40
      Association Website:
    Communicates to Members
• Newsletter
• Bulletin board (association and members
  can post questions)
• List serve (specialty magazine for members)
• Application forms and registration forms



                                           41
42
      Communicates to Public
• Presents a professional image
• Gives information (rentals, or properties for
  sale)
• Contact information
• Code of ethics
• How to join the association

                                              43
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      Self Assessment:
 Evaluating Your Association
• What are the most valuable services your
  association offers to the membership?
• How does your association determine what
  members need or want?
• What process does the association use to
  sent priorities in creating new programs?


                                              48
      Evaluation of Your
         Association
• Phase one: prepare (appoint a committee or
  task force.
• Phase two: evaluate (use a good model and
  be analytical).
• Phase three: complete your association plan,
  including budgets and programs.


                                             49
    Evaluating the Association:
      Six Levels of Service
• 1. Association         • 4. Staff competencies
  operating philosophy   • 5. Member services
• 2. Organization and    • 6. Internal and
  governance               external relations
• 3. Physical and
  financial resources




                                                   50
1.       Association Mission Statement:
          Is the Association‟s Mission
                Statement Clear?
     The Mission Statement accurately describes
     the purpose or fundamental reasons the
     association exists.
     The Mission Statement reflects the concerns or
     values which members share: their reasons for
     wanting or needing the association.


     The Mission Statement clearly describes the
     overall direction for the association.


     The Mission Statement communicates clearly
     to the membership, leadership, and staff.

                                                      51
2.Does the Association Have a
       Strategic Plan?
  Does the plan have clear goals and measurable
  objectives?

  Do the strategies identify responsibilities, resources
  and time frames?

  Can the Plan be effectively changed quickly
  and efficiently, if circumstances warrant?

  Is the Plan updated annually?



  Does the association allocate funds and time to
  update the Plan as a part of the regular
  budget?
                                                           52
3. Does the Association Have
       Annual Goals?
 The goals are established by the leadership
 each year and communicated to members and
 staff.

 The staff and leadership are very clear about
 what role they each play in achieving these
 goals.

 The evaluation of staff is based upon how well
 it helped develop and achieve these goals.




                                                  53
4. Does the Association Have
 Membership Development
   Activities, Including….
 Developing a marketing plan for membership
 recruiting?

 Budgeting funds for membership
 recruitment?

 Maintaining a list of prospective new
 members and making contact with them?

 Adopting a ‘Disaster Plan’ for members who
 leave the association, and re-recruiting them?


                                                  54
  5. Does the Association
Communicate to Members…
 Through newsletters and e-mail?


 With meetings and networking events?


 On an association website?


 Through regular personal contact from
 leaders and staff?

 Through Surveys to assess member needs?


                                           55
6. Does the Board of Directors
   (Governing Body) Have
       Authority To….
  Manage association finances, including
  budget?

  Set association policies?



  Help the association plan and set goals,
  objectives and strategies?

  Evaluate its Chief Executive Officer’s
  Performance?


                                             56
7. Does the Association Have a
 Leadership Identification and
      Training Program?
  Election of officers and directors is in
  accordance with bylaws.

  Clear job descriptions exist for committees
  and offices.

  A communications and follow up policy is
  in place for committees.


  There is a recognition program for
  volunteer contributions.



                                                57
  8. How Does the Association
Plan for Programs, Services, and
           Activities?
   Does the Association regularly survey for
   members needs and satisfaction?

   Does the Association prepare a plan for each service
   or activity, including identifying target market and
   projecting expense, revenue, and responsibilities?
   Is the membership informed and encouraged to
   participate? Does the membership help plan
   programs and services?
   Is each service or activity evaluated regularly
   to see if it is still needed or desired?

   Are skilled and experienced staff being well
   used to accomplish work activities?
                                                          58
 9. Education and Training
Are the Association’s education offerings
based on a clear understanding of what the
members need and want to succeed in their
business?
Does the Association regularly conduct
surveys to find out what the members want
or need?
Does the Association have an Education
Committee that meets regularly to plan for
new programs and evaluate current ones?
Is a business plan constructed for each
program, identifying target market,
marketing, and projected income and
expense?
Are course attendees encouraged to evaluate
                                              59
programs and instructors?
   10. Government Affairs:
Advocacy of Trade and Professional
             Issues
 Does the Association regularly evaluate
 issues which impact the real estate
 business or property ownership?
 Does the Association identify and build
 possible alliances and cooperative
 agreements to gain position strength?
 Is there a system to inform and activate
 the membership?

 Is communication to the members about
 advocacy issues timely and effective?

 Does the Association lobby on behalf of
 the members?
                                            60
11. Financial Management and
           Control
  Is the budget well documented and
  consistent with the Goals and Strategies of
  the Strategic Plan?
  Does the governing body (Board of
  Directors) approve the budget?
  Are there regular financial reports available
  to the leadership? Interested members?
  Is professional financial assistance or review
  used as necessary?
  Does the budget include building reserve
  funds for financial stability?
  Are financial operating policies streamlined
  and efficient?

                                                   61
        12. Association Staff:
An Association Should Maintain the
       Best Possible Staff
 Does the association staff have well defined jobs
 with written position descriptions?

 Is the Association Executive given authority to manage
 and evaluate staff?

 Are salaries competitive and is there funding for
 necessary staff development?

 Is the Association Executive regularly evaluated
 by the leadership in a clearly defined and
 consistent fashion?
 Are evaluations of the Executive and the staff
 provided in writing?
                                                          62
        13. Public Relations:
The Association Viewed From the World
                Outside
    Does the Association have an effective media
    relations program, issuing publicity releases
    and holding press conferences?
    Does the Association maintain strong ties with
    related organizations such as bankers and
    builders?
    Do members participate in regional
    conferences and meetings?

    Is the Association appropriately represented in
    community affairs?



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