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ASTD Chapter Leader


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Title: ASTD Chapter Leader

ASTD Chapter LeadersOnboarding Process
  • Generated by the
  • Leadership Development Team
  • 2006

Beta Version
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
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.
Area 1
The Role of ASTD Leaders
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.

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

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

Area 2
Understanding ASTD
The ASTD Organization
  • ASTD is a large and complex organization.
  • There are numerous services to help your chapter
    be successful, but you must know about them and
    use them properly.
  • This presentation starts by understanding more
    about ASTD.

About ASTD
62 years old
140 Local Chapters
24 Global Networks
70K members worldwide
ASTD Mission and Vision
Mission Through exceptional learning and
performance, we create a world that works
better. Vision A world-wide leader in workplace
learning and performance
How do I get to the ASTD Website?
  • http//
  • Contains thousands of topics under the following
    headings with dozens of subheadings
  • Membership
  • Publications
  • Conferences
  • Education
  • Research
  • Careers
  • Resources
  • Marketplace

ASTD News Service
  • TD Magazine monthly hard copy magazine
  • New TD Webcasts periodic interactive webcasts
  • ASTD Links monthly guidance through case
    studies and articles
  • The Buzz keep up with TD information from over
    7000 publications worldwide

ASTD Research
  • Workplace learning and performance trends
    reported annually from the most comprehensive set
    of data available on workplace learning and
  • Gathered across many industry sectors along with
    analysis of ASTD Benchmarking Forum members, and
    BEST Award winners.

ASTD Online Services
  • ASTD Connect Professional networking at its
    virtual best.
  • The WLP Scorecard collects your data and
  • Career Center and Job Bank helps you focus on
    your career.
  • Literature Search Trainit Database save hours
    of research time.
  • Executive books get in touch and win an online
    library of book summaries
  • Hot topics Super-charged reading list
  • HR White Papers partnership with SHRM
  • Member Directory Instant networking with other
    TD professionals around the world.

ASTD Certificate Programs
  • Assessment 101 Online
  • Bottomline ROI
  • Business Academy
  • Designing Learning
  • E-Learning Instructional Design
  • Facilitating Organizational Change
  • Human Performance Improvement Program
  • Managing Organizational Knowledge
  • Managing the Learning Function
  • Measuring and Evaluating Learning
  • Rapid Interactive Design for E-Learning
  • ROI Skill Building
  • Test Design and Delivery
  • Training

CPLP - Certified Professional in Learning and
  • Workplace learning and performance professionals
    may now earn the certification for the
    profession the CPLP
  • Enhance credibility and prove value in an
    increasingly competitive marketplace.
  • ASTD supports the credential through continuing
    education programs, webcasts and publications.
  • Visit for details.

ASTD Volunteer Groups
Board of Directors
National Advisor for Chapters (NAC)
One Voice
Sharing Our Success (SOS)
Talent Management
Leadership Development Team (LDT)
Balanced Scorecard
ASTD Organizational Relationships
Executive Staff
Board of Directors
Membership Chapter Services
National Advisor for Chapters (NAC)
Chapters Global Networks
One Voice
Sharing Our Success (SOS)
Talent Management
Leadership Development Team (LDT)
Balanced Scorecard
ASTD Organizational Relationships
MCS Staff Gina, Farzana, Theresa, Torri, Jonathan
Chapters Global Networks
National Advisor for Chapters (NAC)
What is OneVoice?
This is a major program that is supported and
driven by the National Organization. Here is a
brief description.
Project Background
  • Board Strategy Enhance Value Proposition and
    Market Position of the Society
  • Consistent member experience
  • Integrity of the ASTD brand
  • Value for WLP professional throughout lifecycle

Project Background
  • ASTD Chapter Network
  • Requests for more resources, tools, and templates
  • Challenges
  • Membership acquisition and retention
  • Leadership orientation, development, and
    succession planning
  • Chapter management, especially financial
  • CORE compliance
  • Involving senior practitioners and CLOs
  • Managing volunteers

OneVoice Team
  • Sharon Wingron, Team Leader, NAC St. Louis
  • Troy Achong, Los Angeles Chapter President
  • Lois Bradley, Pittsburgh Chapter Immediate Past
  • LuRae Crawford, NAC Central Iowa Chapter
  • Mike Cummings, East Tennessee Chapter
  • Rebecca Hacker, NY Metro Chapter President
  • Lisa Hayes, NAC, CORE Committee Chair, Nebraska
  • Theresa Hummel Krallinger, NAC Philadelphia
  • Jim Maddock, NAC Puget Sound Chapter
  • Katie ONeill, national ASTD member
  • Carol Scanga, DC Metro Chapter
  • Ken Stein, Space Coast Chapter President

As-Is Situation
  • Sincere desire across all stakeholders to meet
    the needs of the profession and to create greater
    alignment within the organization.
  • Often a lack of understanding of the needs of
    national from the chapters and of chapters from
    the Society.
  • Lack of clearly defined roles, responsibilities,
    and accountabilities between chapter and

To-Be Vision
  • ASTD is a partnership through which national and
    chapters collaborate to meet the needs of the
    profession and to impact organizational results
  • clarified roles, responsibilities, and
  • alignment of strategies and consistency of
  • active, mutual support, and resources

Team Deliverable
  • Recommend a national/chapter operating model that
  • consistent messages (brand)
  • continuity/sustainable system
  • collaboration in products and services
  • financial relationship
  • operational efficiencies between chapters and
  • synergies amongst chapters
  • consistent quality and value in customer
  • scalability for chapter size/health and WLP
    professional lifecycle

Key Requirements
  • Equal, open lines of communication vertically and
    horizontally toward accomplishing the goals of
  • Documented measurable standards that chapters
    must meet to stay affiliated and to provide
    minimum expected value to members.
  • Documented measurable standards that national
    must meet to provide minimum expected value to
    members and chapters.

Key Requirements
  • Set of materials and resources that are required
    to be used across the organization to gain
    operational efficiencies and to accomplish a
    consistent look and feel.
  • Leverages existing or in-process ASTD initiatives
    (technology updates, international expansion,
    CORE compliance) and advances ASTDs strategies.
  • Flexibility in the business model in
    consideration of chapter elements (not one size
    fits all).

Key Requirements
  • Each entity remains financially healthy, not to
    the detriment of the other.
  • Defined roles and responsibilities that foster
    collaboration and shared decision-making,
    allowing for decisions to be made at the
    appropriate organizational levels.

Resources for ASTD Leaders
  • What keeps you up at night?
  • What resources do you need to do you job?
  • Dont re-invent the wheel find it on-line!

ASTD Acronyms
  • ALC ASTD Leaders Conference
  • ALI ASTD Leadership Institute
  • C B Cookies and Books
  • CBS Chapter Billing Service
  • CHIPS Chapter Incentive Program
  • CLCM Chapter Leader Competency Model
  • CORE Chapter Operating Requirements
  • CPLP Certified Professional Learning
  • ICE International Conference Exposition
  • LDT Leadership Development Team
  • LMS Learning Management System
  • MCS Membership Chapter Services
  • NAC National Advisor for Chapter
  • OV One Voice
  • RFP Request for Proposal
  • SME Subject Matter Expert
  • SOS Sharing Our Success

Nomenclature definitions
  • What is
  • Chapter Leader Community http//
  • Chapter Leader Connection Newsletter
  • http//
  • Chapter yahoo group
  • http//
  • Chapter Billing Service (CBS)
  • http//
  • Chapter Incentive Program
  • http//
  • Web portal pilot http//
  • Education Partnership Program (what is this?)
  • ALC http//
  • SOS http//
  • Chapter of the Month (COM) http//
  • National Advisors for Chapters (NAC)
  • http//
  • Certified Professional in Learning and
    Performance (CPLP)
  • http//

SOS Sharing Our Success
  • Benchmark the best practices from successful
    ASTD chapters.
  • Log on to the following website

What resources are available to me from
headquarters to help me run my chapter like a
  • Your Regional Chapter Coach is your primary
    advisor and available to present for your board.
  • Samples and best practices from other chapters
    (CORE link and SOS link)
  • Leader Guides on many chapter management topics
    (link from the CLC)

How do I update my chapters information on the
chapter locator?
  • Send that information to Theresa McConnell For now, we hope to hire a
    new staff person for these and other chapter
    recording areas.
  • - Link to the form on the CLC

How do I request a speaker from headquarters to
come speak at my chapter?
  • Use the form online-
  • http//

How do I get marketing materials on national
programs and products?
  • Use the form online. Orders will be fulfilled on
    or around the 1st and the 15th of each month
    please allow 30 days after your request date for
  • http//

How do I get a list of national members in my
  • Request that information from Theresa McConnell
  • Contact your chapter coach

About NAC
  • Mission To serve as advisors, advocates, and
    mentors within ASTD on matters of chapter
    management and operations to ensure high quality
    service to members.
  • Vision The National Advisor for Chapters
    partners with ASTD leadership for One ASTD in
    understanding and addressing member needs. We
    fulfill our mission and achieve our vision
    through a commitment to people, learning, and
  • Official Duties and ResponsibilitiesThe National
    Advisors for Chapters is charged with providing
    strategic direction and leadership in the
    development and support of ASTD chapters and
    members. As an advisory and resource link, major
    functions include
  • advising and coaching chapters about ASTD
  • linking chapters with common needs
  • identifying sharing best practices
  • advising ASTD staff about issues of importance to
  • identifying and examining future roles for
  • bringing issues of interest to chapters to the
    attention of the Board of Directors
  • ensuring that the needs of chapters are
    recognized by the Society.

About the CORE Team
  • Mission Vision To work in partnership with
    ASTD national staff and NAC in providing chapter
    leaders with the support, knowledge, and
    resources needed to comply with ASTDs CORE
  • Values Accountability, Quality Service, Open
    Communication and collaboration, Respect,
    Integrity, and Fairness.

Leadership Development Team
  • Vision - Current and future chapter leaders will
    actively seek and use solutions and development
    opportunities that grow and sustain a community
    in which Workplace Learning and Performance
  • Mission - To engage current and future chapter
    leaders with an integrated competency-based
    learning and support system that improves and
    sustains the vitality of ASTD chapters.

Talent Management
  • Competency-based Talent Management helps
    organizations fill openings in key jobs and avoid
    productivity loss and maintain competitive
  • Organizations retain top talent and build on the
    investment it has made in its employees, by
    preparing them for future positions.
  • There is a much higher degree of success for
    lateral and upward moves if the competencies
    required for the job are matched with the
    competencies of those individuals applying for
    the position.  Mistakes and costly decisions can
    be avoided.

Balanced Scorecard
  • To provide the organization with measures that
    are linked to chapter and national success.
  • Develop a scorecard that includes all relevant
    measures weighted so that the total measure takes
    into consideration the importance of each
    individual measure for the organization.

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

Area 3
Working With Your New Team
The heart of Leadership
Working with your new team
Major issues For the New leader
Is the organization Running smoothly Or
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
A Blueprint for Building an Effective Team
  • In this Section
  • Team infrastructure
  • Building trust
  • Collaboration
  • Team problem areas
  • Resources

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?
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.

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

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
  • Is there good bench strength on the BOD or have
    the same people been doing all the work?

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?

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
  • 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,
  • 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

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
  • Outdoor/adventure exercises (such as ropes
  • Arts (such as composing a team anthem or drawing
    team collage)

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?

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
  • Contact leaders in neighboring chapters by
    finding them in chapter leaders directory or your
    area manager (

Actions you can take as an experienced chapter
  • 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
  • Ensure that new members have all the basics,
    such as
  • Annual plan and budget
  • List of CORE requirements
  • Position descriptions for all chapter leader
  • Board policies and procedures, forms

A board handbook or guide is recommended
updated regularly can be hard copy and/or
digital copy
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.

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

Area 4
Developing a Chapter Plan
Developing a Chapter Plan
Customer Focus
Strategic Plan
Behaviors Change cycles
Feedback Loop
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
Chapter Performance Model (Analysis and Planning)
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
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.
Analyzing the Current State
  • Understanding the Is Performance
  • Chapter performance
  • Financial
  • Membership Retention
  • Member involvement
  • Environmental Factors
  • Organizational support
  • Community support

Determine Cause (Understanding the Performance
  • 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

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

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

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.

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

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

Selected ASTD References for Planning
  • http//
  • http//
  • http//
  • http//
  • http//

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

Area 5
Tracking Progress
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
  • Report progress on measures at each meeting.

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

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

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."

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"
  • 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.

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.

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.

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

Area 6
Celebrating Success
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.

Chapter Benchmarks
  • Many chapters are doing a great job of
  • 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?

Simon Says, for best results, REWARD your
  • 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

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.
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)
Your volunteers feel valued. Team alliance is
strengthened. Team members will step up when
asked. Succession planning will go more
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.
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

Area 7
About Chapter Growth
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

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
  • 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

Make new People feel Welcomed
  • Consider first meeting free
  • BOD welcomes each new guest
  • Introduce each visitor at start of the
  • 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

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

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
  • Engage each participant personally in the topic
  • Give everyone something of value to take away
    with them memory jogger, quick-card, handout
  • Use an Idea Collector sheet at every meeting

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.

Watch for people moving into town
  • Often people already in ASTD will move into the
  • 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

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

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

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

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

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
  • Formal briefings about local community

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

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
  • Can combine with charitable event to improve
    community visibility and spirit
  • Get creative and have fun

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

Monthly or Quarterly Newsletter
  • Online for current information, but keep up to
  • 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

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

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

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

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.

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

Area 8
Financial Considerations
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?

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,

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

  • 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

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

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

  • 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

  • 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
  • Make the games overt and try to skip em

  • 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

  • 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.

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

  • 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
  • Dont get shocked!

  • 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)

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

Area 9
Bench Strength and Succession Planning
Bench strength and succession
  • Develop a committee for each segment of the
  • 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.

Succession Planning
  • Benchmarking the
  • Dallas Chapter

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

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.
Process at a glance
Month Activity
1 May Start advertising the need for volunteer leaders for next year
2 June Collect candidates and interview team
3 July Interview candidates
4 August Announce candidates
5 September Members vote on candidate slate
6 October Newly elected candidates can start attending leadership meetings. Attend the ALC in Alexandria
7 November Retreat for new leadership team
8 December New officers take oath of office

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
  • 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

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
  • Understanding of association roles and
  • Good interpersonal skills
  • Familiar with behavioral based interviewing
  • Good follow up and organizational skills
  • Good written communication skills to summarize
  • Team player

Helpful Table
Position Candidates Interview Team
VP Communication
VP Programs
VP Member Service
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.
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.
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
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.
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
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.
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?
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?
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?
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?
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?
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.
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
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.
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.

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.
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 activi