ASTD Chapter Leaders Onboarding Process

1
ASTD Chapter LeadersOnboarding Process
2
Onboarding Process
ASTD Member Local National
Review Onboarding information
Attend ALC
Attend ICE
Attend meetings
Feedback Performance
Develop Chapter plan measures
Start Succession Plans early
Get involved as A committee member
3
Key Areas of the Process

• Area 1 - The Role of ASTD Leaders
• Area 2 - Understanding ASTD
• Area 3 - Working with your new team
• Area 4 - Developing a Chapter Plan
• Area 5 - Tracking progress
• Area 6 - Celebrating success
• Area 7 - About chapter growth
• Area 8 - Financial considerations
• Area 9 - Bench strength and succession plans

In Presentation mode, click on any yellow button
to go directly to that section.
4
Area 1
The Role of ASTD Leaders
5
Lifeblood of the Organization

• Local Chapter leaders are the essential component
  of ASTD strength.
• The level of success for any chapter will depend
  on the caliber of leadership in the BOD.
• Running a chapter is similar to running a small
  business. It is great experience and hard work.

6
Working with volunteers

• Working with volunteers is very different from
  working with paid employees.
• Leaders need a different set of skills to be
  successful.
• This presentation will help set you up for
  success.

7
Area 2
Understanding ASTD
8
Updated version coming soon!
9
Area 3
Working With Your New Team
10
The heart of Leadership
11
Working with your new team
Major issues For the New leader
Is the organization Running smoothly Or
struggling?
Level of support from BOD members
Is the chapter CORE Compliant ?
Is there a solid plan For the chapter ?
Chapter reputation In the community
Level of TRUST on The BOD
12
A Blueprint for Building an Effective Team

• In this Section
• Team infrastructure
• Building trust
• Collaboration
• Team problem areas
• Resources

13
Joining Your Chapters Leadership Team
So theyve called you off the bench, slapped a
number on your jersey, patted you on the back,
and told you to go in there and give it your
best. Now what?
14
Team Infrastructure

• Make sure all positions are documented with
  expected roles for each.
• Try to have a back-up for each position on the
  board. For example, the VP Finance might be the
  back up for the VP membership.
• Each BOD VP should have a committee to help share
  the load. Committee size will vary depending on
  the needs.
• Have a committee person prepared to step up in
  case the VP has a health problem or career change
  etc. and has to drop out of the BOD.

15
Building Trust - The Currency of Effective Teams

• Trust - its the Currency of Effective Teams
• Invest in team development, especially as the
  team is forming
• Mentor new Board members
• Create a Team Charter and a strategic plan as a
  team building activity.
• Establish team norms including celebrations for
  success.

16
Gathering Some Basic Facts

• Where is the chapter in the life cycle new? On
  the decline?
• How financially stable is the chapter?
• What is the local economy and political climate
  like?
• Is there good bench strength on the BOD or have
  the same people been doing all the work?

17
Create a Team Checklist
Yes Needs Work

• Can each chapter officer describe what
  the other officers and committee chairs do?
• Can each chapter officer contact other
  officers and committee chairs by phone, by mail,
  by fax, by email?
• Does the chapter executive board
  consistently have a quorum at its meetings?
• Is there a regular sequence for
  routing key information and materials from
  officer to officer?
• Do Chapter officers monitor board
  progress with use of a written 12-18 month
  planning calendar?
• Are Chapter archives maintained and
  indexed for easy access?

18
Schedule an Annual or Semi-annual Retreat

• Purpose of the retreat should place greater
  emphasis on
• Introductions and relationship-building
• Strategic level issues rather than
  operational/tactical
• Retreat should be treated as a significant event,
  with sufficient time scheduled to accomplish its
  objectives (typically a full-day event)
• Invite out-going, incoming officers and other key
  chapter leaders (forum leaders, volunteer
  coordinator, committee chairs, past presidents,
  etc.)
• Use a competent facilitator, typically one not
  currently serving on the board, such as
• Local member volunteering to serve as facilitator
• Your ASTD area manager (contact ASTD Membership
  office, 703-683-8177)
• Member of National ASTD teams, including National
  Advisors for Chapters, Leadership Development
  Team, Share Our Success, and CORE (listed on the
  national website at www.astd.org

19
Schedule an Annual or Semi-annual Retreat

• Portion of the retreat should be devoted to
  building relationships
• Introducing new members
• Discovering each others experience, interests,
  responsibilities, talents
• Though the overall purpose has a serious intent,
  the agenda can be filled with stimulating and
  enjoyable teambuilding exercises
• Experiential exercises (such as Pfeiffers
  Annual)
• Outdoor/adventure exercises (such as ropes
  exercises)
• Arts (such as composing a team anthem or drawing
  team collage)

20
Schedule an Annual or Semi-annual Retreat

• Portion of the retreat should be devoted to
  clarifying roles
• What you expect of your own role what others
  expect of your role
• What you expect of others roles what they
  expect of their own roles
• Discovering common ground areas where you can
  find agreement about what is expected in your
  role as a chapter leader
• Attention should also be given to
• What are our top priorities of my position of
  our board as a whole?
• What obstacles/blockages need to be addressed?
• What criteria will be used to measure success at
  the end of the year?
• What can be done to keep individual goals and
  situations (demands of work/family) aligned with
  the plans and needs of the chapter?

21
Actions you can take as a new chapter leader

• Establish your local chapter leader network
• Take the initiative and contact other board
  members and chapter leaders (committee chairs,
  senior members, etc.)
• Ask questions (How do you? Where do I get
  information about ? Who do I contact about ?
• Build your regional/national network
• Plan to attend ALC each year
• Use online resources such as ALI (yup, right
  here!)
• Contact leaders in neighboring chapters by
  finding them in chapter leaders directory or your
  area manager (www.astd.org)

22
Actions you can take as an experienced chapter
leader

• Contact new chapter leaders to welcome them,
  introduce yourself, and offer assistance
• Develop a mentoring or coaching process that
  pairs experienced leaders with new members of the
  team
• Ensure that new members have all the basics,
  such as
• Annual plan and budget
• List of CORE requirements
• Position descriptions for all chapter leader
  positions
• Board policies and procedures, forms

A board handbook or guide is recommended
updated regularly can be hard copy and/or
digital copy
23
Build Team Communication Channels

• Explore the use of collaborative tools such as
  Yahoo Groups and Moodle
• Find resources within your chapter to help set-up
  the system and train chapter leaders in use
• Archive important chapter and board documents in
  a location easily accessed by officers
• Use group e-mails and conference calls to keep
  all team members up to date.

24
Area 4
Developing a Chapter Plan
25
Developing a Chapter Plan
Values
Customer Focus
Vision
Mission
Strategic Plan
Behaviors Change cycles
SWOT
Implementation
Tactics
Feedback Loop
26
Why Strategic Planning?

• Clearly define the chapters purpose
• Communicate goals to the members
• Develop ownership in the plan
• Ensure effective use of chapter resources
• Provide a means of measuring progress

Strategic Planning (in nonprofit or for-profit
organizations) Carter McNamara, PhD
27
Chapter Performance Model (Analysis and Planning)
Intervention
Cause Analysis
Performance Analysis
Strategic Plan Visioning Culture
Change Succession Plan Recruiting Mentoring Leader
ship Team Building Training
Lack of Consequences Rewards Information Feedback
Tools Motives Expectations KSAs
Strategic Objectives
Should Performance
GAP
Implement
Evaluate
Environment Competing Priorities Professional
Goals Role Expectations
Is Performance
Based on a model developed by Dana G. Robinson
and James C. Robinson in Performance Consulting
Moving Beyond Training.
28
Analyzing the Current State

• Understanding the Is Performance
• Chapter performance
• Financial
• Membership Retention
• Member involvement
• Environmental Factors
• Organizational support
• Community support

29
Determine Cause (Understanding the Performance
GAP)

• Factors contributing to Is Performance
• Conduct a Member Needs Assessment
• Analyze feedback from Meeting Evaluations
• Conduct a SWOT Analysis
• Obstacles to Should Performance
• Identify barriers
• Identify the Competition

30
Seeing the Future

• Determine where the chapter Should be
• Align with ASTD International Goals
• Identify the future state of the profession
• Understand member goals and needs

31
Identify Possible Interventions

• Strategic Planning
• Vision, Values and Mission
• Tactical Plans
• Programs Fundraising Growth
• Succession Planning
• Developing Leaders
• Action Planning
• Writing and communicating the plan

32
Develop both Strategic and Operational Plans

• Strategic Plans give intent and direction of the
  organization. They help us determine what we
  should and should not be doing.
• Operational Plans show how we intend to run the
  organization on a continuing basis to keep it
  healthy. This includes the budget.

33
Identify Strategic Goals (three year) and
supporting Tactical Goals (one year)
Paradigm Learning
Dana G. Robinson and James C. Robinson in
Performance Consulting Moving Beyond Training.
34
Implementation

• Create an implementation plan
• (users guide to the strategic plan)
• Select the right team
• Commit to a reasonable timeline
• Monitor and evaluate progress

35
Evaluation

• Pre-selected checkpoints
• Revisit the plan
• Adapt to changing needs

36
Selected ASTD References for Planning

• http//www.astd.org/astd/Membership/Local_Chapters
  /chapter_month/2006JulyChapterOfTheMonth
• http//www.astd.org/NR/rdonlyres/98519E3B-4C82-4A7
  2-AD5D-FC4AEF54E69F/9385/SanDiegoStrategicFocus200
  6.ppt
• http//www.astd.org/NR/rdonlyres/98519E3B-4C82-4A7
  2-AD5D-FC4AEF54E69F/9386/SanDiegoStrategicPlanning
  WBExerciseforTeams.doc
• http//www.astd.org/astd/Membership/Local_Chapters
  /leader_guides/data_collection_jobaids_1.htm
• http//store.astd.org/product.asp?prodid3990dept
  id

37
Area 5
Tracking Progress
38
Measure Progress

• Keep measures simple and focused on the key
  drivers for the organization.
• Avoid too many measures.
• Make sure the measures are driving the right
  behaviors.
• Report progress on measures at each meeting.

39
Tracking Your Progress

• The old saying is literally true - -
• What gets measured gets done
• Measures done well can propel an organization
  forward with vigor.
• Poorly done measures can be an albatross that sap
  energy and lead to wasted effort at best. At
  worst they can lead to hard feelings and
  conflict.

40
Measures Continued

• Measures must tie to the vital few key result
  areas that are part of the organization's
  strategic plan. These are the things the
  organization really intends to drive and make up
  the VISION of the chapter.
• Make sure there is no conflict between local
  measures and national initiatives. All measures
  must interlock to the benefit of the entire
  effort.

41
Avoid Manipulation

• Measures need to be very clear and not
  susceptible to manipulation. Avoid "soft"
  measures such as "attitudes" and stick with hard
  numbers such as "new members per month."

42
Number of measures

• A handful of critical measures tied to the
  strategic plan is more effective than dozens of
  things that are "good intentions" or "nice to do"
  things.
• Design the reporting of measures to be monthly.
  To avoid taking up too much meeting time at BOD
  meetings. Have measures sent out electronically
  with the meeting notice.

43
Reporting on measures

• Focus discussion time on measures that are not on
  track.  Those that are on track should be noted
  to give kudos.
• Each measure needs to have a specific goal with a
  timeline. Without a goal, measures are anecdotal.

44
Deliver on Goals

• Most important part. The entire BOD must agree
  that the goals are serious intentions to deliver,
  not just good stuff to do.
• People need to be held accountable for their part
  of performance goals. Therefore, avoid sweeping
  or magnanimous goals that are unattainable.

45
Area 6
Celebrating Success
46
Celebrate Success

• Reinforce the team along the way.
• Use Whale Done method (Ken Blanchard)
• Build Trust
• Accentuate the positive
• When mistakes occur, redirect the energy
• Make sure the reinforcement works by verifying
  the method with the team first.

47
Chapter Benchmarks

• Many chapters are doing a great job of
  reinforcement.
• Check out the SOS file on the website for good
  ideas and groups you can contact.
• If you have a successful program why not submit
  an SOS and get some additional recognition?

48
Simon Says, for best results, REWARD your
volunteers!

• Use multiple kinds of positive feedback
• Do not overlook sincere thanks for the effort
• Use tangible reinforcements as well
• Reinforce both individuals and teams
• Leaders provide the example
• Create a culture of positive reinforcement
• Encourage peer reinforcement

49
Why?
Reality check These people are putting something
on hold whenever theyre preparing for and
attending meetings, chapter programs and events.
(family life, career, who knows?) They could also
be spending their volunteer time and resources
with another organization. If they dont feel
valued, this is exactly what will happen.
50
How?
Ask them what they want what motivates them You
want them visible at events, so offer free or
discounted attendance. (especially, when
employer(s) dont reimburse) Chapter paid
national ASTD membership. If not fully paid,
assist with cost. (CORE requires board members
belong to national ASTD) Chapter paid attendance
at ALC. (For as much of the team as possible
great jumpstart to the upcoming year
together) Develop a recognition strategy. Be
consistent follow through. (Annual breakfast,
lunch, or dinner event, newsletter recognition,
public acknowledgement)
51
Benefits?
Your volunteers feel valued. Team alliance is
strengthened. Team members will step up when
asked. Succession planning will go more
smoothly.
52
If I dont?
Volunteers are disinclined to fully
engage. Volunteer recruitment is a nightmare.
Team members will find reasons not to
participate fully. Succession planning will
likely go out the window.
53
Area 7
About Chapter Growth
54
Impacting Chapter Growth?

• Adding real value to prospective members.
• Outstanding programs
• Good networking opportunities
• Education and growth opportunities
• Great reputation in the community The place to
  go for TD
• Inspired marketing of programs and events
• Sound recruiting and retaining methods

55
Great Programs that are well attended

• Have an active program committee (Key point here)
• Use member survey information for interest
• Use an RFP process to get great coverage
• Plan one whole year in advance
• Use postcards in addition to online advertising
• Use speaker list from ICE and ALC for possible
  speakers
• Invite the Area Manager to attend often
• Organize topics around themes
• Preview next meeting at the end of each meeting
• Have at least 2 special event meetings each year

56
Make new People feel Welcomed

• Consider first meeting free
• BOD welcomes each new guest
• Introduce each visitor at start of the
  meeting
• Send a Welcome note to each visitor with
  information on how to become a member (same
  person who made introduction)
• Use a room configuration that facilitates
  networking

57
Outstanding Outreach

• Personally invite local TD professionals to
  meetings
• Get ASTD information on the websites and
  newsletters
• Get spots in local paper about meetings
• Write articles about successes of members

58
High Value Added at Each Meeting

• Important point after the program, the host
  should do a debrief of how this information can
  be useful to participants. Open dialog on this
  point underscores the value.
• Each person feels the time and money were great
  investments
• Engage each participant personally in the topic
• Give everyone something of value to take away
  with them memory jogger, quick-card, handout
  etc.
• Use an Idea Collector sheet at every meeting

59
Dont forget about dormant members

• Dormant members are the largest opportunity for
  chapter growth
• They are typically overlooked
• Recruit dormant members actively
• Invite prior experts to come back and speak
• Hold panel discussions with dormant members
• Establish a target for gaining some percentage of
  these people back.

60
Watch for people moving into town

• Often people already in ASTD will move into the
  area
• These people are great resources to add new
  dimensions to membership and even leadership
• Be alert for new faces in the area when they show
  up at networking events

61
Links to Community

• Participate in local charitable activities
• Engage in the political process as appropriate
• Create partnerships with other professional and
  networking organizations
• Leverage local educational institutions as
  partners and mutual sponsors
• Look for opportunities for joint meetings and
  mutual initiatives

62
An Active Vital BOD

• BOD meets regularly
• Has a strategic plan for the organization
• Involves as many members as possible in volunteer
  activities and committee work
• Has a concrete succession plan
• Gives committees freedom to accomplish activities
• BOD meetings are working sessions that set the
  course of the organization

63
Chapter Meets CORE Requirements

• Part of chapters strategic plan
• BOD reviews CORE progress regularly
• Submit Application on time or early
• Chapter celebrates CORE accomplishment

64
Special Programs and Conferences

• Method of drawing in significant new blood
• Possible partnership with other organizations
• Requires significant planning ahead of event
• Can be a major fundraising activity for chapter
• Way to draw in big-name talent to local area

65
Senior people act as mentors

• Most experienced members seek out potential
  members who could benefit
• Mentor relationships kindle
• New members see value in teaming with more
  experienced people
• Look for opportunities to partner as business
  associates
• Formal briefings about local community
  opportunities

66
Meeting venue is important

• Look for a convenient location
• Setting should be comfortable, not stilted
• Avoid noisy networking locations
• Good to have a standard home base, but have
  occasional meetings elsewhere
• Room aspect ratio conducive to networking
• Always provide refreshments to aid in networking

67
Contests and excitement to draw in new people

• Consider a new recruiting day where members
  bring in a friend
• Have raffles, picnics, bowling parties, other
  social events to break up the typical meeting
  format
• Can combine with charitable event to improve
  community visibility and spirit
• Get creative and have fun

68
Viable Special Interest (SIG) Groups

• SIG groups help draw in new people
• SIG groups manage themselves and do not take BOD
  energy to run
• SIG groups often contribute financial support to
  the parent organization
• SIG groups leverage the organization reputation
  in the community
• SIG groups provide excellent speakers and topics
  for meetings

69
Monthly or Quarterly Newsletter

• Online for current information, but keep up to
  date
• Hard copy in addition to online is a great idea
  increase exposure is more widely read
• Ask some non members to contribute to newsletter
• Try to get an ASTD corner in the newsletter of
  other organizations in return for giving them
  space in your newsletter
• Make each newsletter have a compelling reminder
  so it gets posted on the bulletin board
• Use highlighting if possible

70
Ability to pay for events by Credit Card

• Make paying for anything easy
• Fewer roadblocks to immediate payment means fewer
  dropped prospects
• Has a more professional feeling
• Saves the hassle of change and cashing checks
• Use PayPal or other secure service

71
Consider group rates

• Multiple people from same organization may get
  lower entry costs
• Make sure this is well advertised
• Make the multiple high enough to really make a
  difference like more than 10 people
• Could have lower annual dues or lower meeting fees

72
Resource Library

• Consider an online library of resource
  information
• Possible to draw in new people by asking them to
  contribute articles to the library
• Can use to network with other chapters to gain
  leverage
• Make good use of National Resources on the website

73
Evaluate each meeting

• Use a standard form to evaluate each program
• Make these very user friendly because people
  typically want to leave at end of meeting
• Keep statistics and use for future topics of
  highest interest.
• Ask what other programs people would like to have.

74
Area 8
Financial Considerations
75
Financial Considerations

• Is the chapter CORE compliant?
• Is the current financial plan viable?
• Does the chapter understand the elasticity of
  demand for program costs?
• Are Special events helping the financial
  strength of the chapter?
• What is the history of financial solvency?

76
Why Budget?

• Strategy
• Codifying where the chapter is going next year
• Resource Allocation
• Where is the money getting spent and earned?
• Control
• Providing a guideline to keep spending in check
• Communication
• Give members and the board transparency,
  predictability

77
Budget Cycle

• Development
• Building the budget
• Monitoring
• Checking progress
• Making Adjustments, if need be
• Analysis
• Examining what happened to inform next cycle
• Making longer-term, structural changes

78
Development

• First, the components
• Operating Budget
• Capital Budget
• All Funds on Hand
• Start with the operating budget
• Regular revenues and expenditures
• Ongoing programs, potentially new progs
• Sunsetting programs

79
Development

• Two Common Approaches
• Trend-Based Budgeting
• Based on last years successfully-balanced budget
• Whats going to change? How does that affect
  budget?
• Zero-Based Budgeting
• Start from the ground up
• Justify each programs expenditure from scratch

80
Development

• Revenues First
• Big Items
• Membership
• Conference
• Revenue from Sales/Services
• Monthly Events/Programs
• Professional Development Series
• Miscellany
• Interest
• CHIPs

81
Development

• Next, Expenditures
• Go by board members area
• Start in big areas
• Events
• Conference
• Professional Development
• Budget for the entire fiscal year
• Then do quarterly spreads
• Because each quarter isnt equal

82
Development

• Syncing up the Rev Exp
• Youll likely have more expenditures than revenue
• (Out of Balance)
• Revisit assumptions on both sides
• Gamesmanship
• Spenders game pad expenses to survive cuts
• Budgeters game trim everywhere because people
  pad
• Make the games overt and try to skip em

83
Development

• Key Notes
• Watch the Reserve
• Desirable to have 3-6 months at minimum
• Build incrementally each year to get there
• Bake in Contingency
• 3-5 of the budget
• Just in case

84
Monitoring

• Every Month, Review Year-to-Date
• Compare YTD Revenues vs Nearest Quarter Budget
• Compare YTD Expenditures vs Quarter Budget
• Every Quarter, Deeper Review
• Why are there differences?
• If theyre negative, what are you going to do?
• Where to trim future expenditures or programs?
• Adjust budget to pull from reserve? (Requires
  board action) -- worst-case scenario
• Each leader is responsible for his or her portion
  of the budget.

85
Long term and Short term

• The budget needs to support not only the current
  operating plan, but also the longer term
  strategy.
• Often investments must be made that do not pay
  off until future years.

86
Analysis

• Two times per year for deeper analysis
• Budget time
• EOY
• Use multiple years
• Most recent closed year
• Year to date (or year just ended, if its EOY)
• Look for trends and spikes -- can you explain
  them?
• Dont get shocked!

87
Analysis

• Longer-term Analysis Structure
• Accounting System (Chart of Accounts)
• Dividing by Program Area
• Dividing by Initiative
• Basis of Accounting
• Cash Basis
• Modified Accrual
• Full Accrual
• Ignore this until your budget gets big (gt100k)

88
Bench strength and succession

• Develop a committee for each segment of the
  organization.
• Get a first class back up for each BOD position.
• Begin development of possible organization
  leaders at least 2 years in advance. Take
  candidates to ALC.
• Start organization succession thinking very early
  in the year. Dont wait till last minute.

89
Succession Planning

• Benchmarking the
• Dallas Chapter

Used with permission
90
Dallas Chapter
Step-by-Step Succession Planning

91
Introduction
The purpose of the Dallas ASTD Succession
Planning process is to select the very best
association members to carry out the mission and
bylaws of the organization. The future health
of the organization can only be ensured by having
committed, creative volunteers. The information
contained in the document will assist in having a
smooth flow of operations. It contains tips and
forms that others have developed in the past and
have found useful. It is a seven month process
that is facilitated by the President Elect with
the assistance of the outgoing Director.
92
Process at a glance

93
Step One Start Advertising The Need For
Volunteer Leaders For Next Year

• This is the time to for your planning. Questions
  to consider
• What type of event should be planned for June to
  generate interest for future leaders?
• Past events have included cocktail parties,
  current officer presentations, information
  packets.
• Make reservations for offsite event
• Who do we have in the pipeline that could be
  future leadership team members?
• Ask current leadership team members for
  recommendations from their committees
• Look at current leadership team members to
  determine who should be invited back for next
  year and in what role
• Look at attendance lists, who usually commits to
  most meetings
• Look at who won Outstanding volunteer awards from
  last year
• How else will we get the word out? Newsletter?
  Website? Special Email blast? Flyer?
• Start writing the text for the various
  communication pieces

94
Step Two Collect Candidates and Interview Team

• After the event during this month you should have
  enough candidates for each position. Make a
  chart by position and list candidates. Where are
  your holes? Continue to work with the Board to
  identify candidates.
• Your interview team is a critical element of this
  process. You can choose to have a meeting of all
  interviewers to provide instructions or just
  speak to each over the phone. The interview team
  is broken down into pairs who are assigned
  candidates to interview. The pairs are assigned
  to call all candidates for a specific position
  for comparison purposes. This can be handled via
  a conference call. Competencies for interviewers
  include
• Understanding of association roles and
  responsibilities
• Good interpersonal skills
• Familiar with behavioral based interviewing
  techniques
• Good follow up and organizational skills
• Good written communication skills to summarize
  interviews
• Team player

95
Helpful Table
96
Step Three Interview Candidates
Your interview team should be provided with their
candidate names and contact information. They
should also be given a deadline date to complete
their interviews. The attached interview
questions and summary form will need to be sent
to all interviewers.
97
Interview Questions
Purpose to set a comfortable atmosphere and the
framework for the interview Thank you for
speaking with me today about an officer position
with ASTD. I appreciate your interest in serving
the chapter. I have a list of questions to ask
that will help us to get a sense of your
background and the skills and talents that you
can bring to the position(s) you are interested
in. The interview should last about 30-45
minutes. After we have discussed your answers,
you are welcome to ask any questions you
have. What is your volunteer experience in ASTD
and other volunteer organizations? Looking for
experience with the organization and how its
applicable to their position(s) of interest.
98
Questions
We discussed that you are interested in the
positions of Please tell me your understanding
of the responsibilities of this (each) role. Did
you speak to any officers who currently hold the
position(s) you are interested in? What did you
learn. Check for clarity and realistic
expectations. Checking for initiative and
commitment.
99
Questions
Why are you interested in volunteering for ASTD
in this position (how does this tie with a
personal/professional development plan/career
aspirations)? How would being an officer with
ASTD help you (fulfill your goals)? Is this
person goal oriented? Are they committed to TD?
Are they focused on their own professional
development (thats a big piece of what ASTD is
all about)? This also lays the foundation for the
next question. Looking for thoughtfulness, fit,
ways to link personal goals with ASTD work.
100
Questions
What is your understanding of the time commitment
for this (each) role? Check for clarity and
realistic expectations. Is there anything that
would prevent you from making this time
commitment?
101
Questions
What specific qualifications do you have for this
(each) ASTD office from your work and volunteer
experience? What is your vision for this (each)
ASTD office? What, specifically, do you want to
accomplish next year in the role(s) your are
interested in? How would you go about
accomplishing this? Looking for specific
initiatives, changes, new ideas, etc. If
candidate is vague, ask him/her to be more
specific. Another check for goal orientation,
desire to make an impact, has given a more than a
superficial level of thought to ASTD involvement,
indicates commitment to the chapter.
102
Questions
What was an extensive project you had to manage
recently (prefer work or volunteer work related,
rather than personal). Checking for
organizational, planning and execution skills, as
well as the ability to learn from
experience. How did you decide how to approach
the project? What obstacles or unexpected
situations did you run into as the project
progressed? What did you do when these
obstacles and unexpected situations arose?
103
Questions
Tell me about a significant impact you have made
on an organization through your work because of
something you initiated. Looking for initiative
and ability to bring about change
successfully. What caused you to want to make
this impact? How did you initiate this effort?
104
Questions
Tell me about a time when you were involved in a
conflict with someone (someone you did not have
direct authority over). Checking for ability to
handle conflict, comfort level with conflict,
ability to identify causes and appropriate
solutions (problem solving). What was the
situation? What was the cause of the
situation? What did you do?
105
Questions
Please tell me about a time in your work or
volunteer experience when you had to influence
someone over whom you had no direct
authority. Assessing influence and interpersonal
skills. What was the situation? What did you
do? What made you decide to handle the situation
that way? What was the result?
106
Closing the interview
Thank you for answering these questions and
sharing your experience with me. I appreciate
the opportunity to hear about the skills and
talents you can offer to the chapter! What
questions do you have for me?
107
Typical Questions
Who else is interviewing for this position? I
think it is best not to give the names of other
candidates to you just as I will not be giving
your name to others. When will the committee
make a decision on the slate / When will I be
notified if I was chosen? Give the notification
date if available. What do you think my chances
are of getting chosen? As committee members, we
wont know the final outcome of the interviews
until we all meet next week. I can assure you,
you will be considered equally with the other
candidates for this/these roles.
108
Interview Summary Form
Interviewers Name Candidates
Name Position(s) of Interest Experience that
is relevant to the position(s) of
interest What does applicant hope to
accomplish as a Leadership Team member? I do
/ do not recommend this candidate
because_____________
109
Step Four Announce Candidates
After collecting the summary forms and
recommendations from the interview team, your
choices for officers must be approved by the
Board of Directors. After receiving approval,
the President Elect will call and offer each
selected officer the position. Ask if they can
attend the August monthly member meeting so that
they can be introduced to the membership. Announc
e the officers at the monthly meeting asking them
to stand. Explain the process of voting during
September. The voting process should also be
included in the Newsletter and website.
110
Step Five Members Vote On Candidate Slate
Voting takes place during the September monthly
meeting with a paper ballet or members can vote
electronically by using the website if configured
to do that. Another option is an e-mail ballot.

111
Step Six Newly Elected Candidates Can Start
Attending Leadership Meetings
The newly elected officers can attend the
leadership team meetings in October and November.
They however, cannot vote on official business.
The purpose is to begin to learn the structure of
the meeting and become up to speed on issues that
may be carried over to the following year. It is
recommended they sit next to the current officer
in their future role. Whoever is facilitating
the meeting should periodically pause and explain
the procedures of the meeting.
112
Step Seven Retreat for New Leadership Team
The purposes of the retreat are education,
teamwork and planning. The retreat is usually
held on a Saturday and lasts approximately 6-8
hours. A three ring binder is given to each new
officer with information on Mission, vision and
objectives of XXXX ASTD and National Leadership
team roster and responsibilities for each
office Schedule of Leadership team and monthly
meetings Hosting procedures for the leadership
team meetings and monthly meetings Bylaws,
policies and practices Core and National ASTD
Status Objectives for the year. The President
Elect also plans activities that build a sense of
camaraderie among team members designed to
quickly build a strong team.
113
Step Eight Oath of Office
One of the privileges of the outgoing Director is
to install the next Leadership Team and Board of
Directors. Board members continuing for the next
year are asked to publicly reconfirm this oath of
service as well. Installing Officer (To those
being installed) You are now identified as
Officers of XXXX ASTD. The leadership you
provide during the coming year will largely
determine the success and continued progress of
this association. You shall be the leaders of
this organization, but remember, in doing so you
shall also become the servants of the membership.
There is no greater privilege than aspiring to
serve others in our profession or community. As
new Officers, you are entering a new adventure in
comradely--friendship that comes only through
service, cooperation and sharing with each other.
The secret of living is the art of giving, and
so to you this year comes the privilege of
giving, learning and happiness that comes through
the investment of your time, and your unselfish
interest in the lives of others.
114
Oath of Office
OATH OF OFFICE (Ask audience to rise) Installing
Officer (To those being installed) Each of you
will now state your name and elected office Will
you raise your right hands? Do you solemnly and
sincerely promise and swear to faithfully perform
the duties of your office, defend the association
and work for the welfare of all its members to
the best of your ability and judgment, in
conformity with the Bylaws of XXXX ASTD? Answer
-- I do. You may lower your hands. This
promises to be a great year for XXXX ASTD. By the
powers vested in me as installing officer, I
declare you duly installed Leadership Team
Members for (year).