Association Leadership - March/April 2008 - (Page 30)

Perspe Perspectives Newre atu Fe So You W With so much talk about generational issues in the workplace, we thought it would be interesting to add a new feature called “Perspectives.” Why? To hear and understand more about people and gain insight into what makes us tick. In each issue, we will pose a question to a “seasoned” executive member and a “younger” member. These members will share their experiences on the topic… and we’ll all beneﬁt from the unique perspectives. This month, our respondents – younger member Gayla Turner and “seasoned” member Tim Weitz – were posed the question, “What do you need to do to get promoted?” After they wrote their answers, they shared them and then came back and wrote a follow-up “response.” Interested in being part of this series? Contact Beth Brooks at BethBrooks@TSAE.org. Initial answer: Moving up in the association world can be challenging, especially if you work in a small-staff association and the “promotions” seem limited. But once you’ve made the decision to move up, you may have to be proactive in showing your employer you are willing to take on extra responsibilities and work. For me, it happened quite by accident. Seven years ago, our associate director, who was second in command, resigned. To my surprise, the executive director asked me if I would like the job. I had only worked for the association for three-and-a-half years and had never given a thought to this position. At the time, I didn’t even know if I wanted to stay in the association ﬁeld, although I enjoyed the job I had as conference coordinator. I didn’t think I was qualiﬁed for the new position – which oversees other employees and the daily and ﬁnancial operations of the organization – and I had never had that much experience or responsibility. My executive director must have seen something promising in me. I agreed to take the position, and after just a couple of months as associate director, I found I enjoyed it even more than being conference coordinator, particularly the ﬁnancial end of it. I also found I knew more about the association than I thought I did. This came from listening to conversations, participating in staff and committee meetings, and always asking questions when there was something I didn’t understand. I’m now studying to obtain the CAE (Certiﬁed Association Executive) designation and hope to move up to executive director of an association some day. It’s very important that you not discount the experience and knowledge you can obtain while serving in supportive roles for your association on your way up. Learn all you can. Be a sponge. Show interest. Be honest with your boss about your career desires. Many associations invest in professional development for their employees. Start the ball rolling to get the education and experience you need for the future. This might include asking for more responsibility and volunteering to do new projects. Senior staff members usually are very willing to serve as mentors and teach and coach you to help you learn and develop leadership skills. It all comes down to knowing what you want, and being aware of growth opportunities that will help you obtain the skills you need. Gayla Turner Associate Director EMDR International 30 Association LEADERSHIP | March/April 2008

Table of Contents Feed for the Digital Edition of Association Leadership - March/April 2008

Association Leadership - March/April 2008 Contents Chairman's Column Homepage 60-Second Solutions Southwest Showcase Highlights Feature: Succession Plans Interim Executives Job Documentation Coaching: A Walk in the Park Perspectives Technology Column Association Case Study Government Affairs: Focus On Electronic Resources New Members Community Spotlight Houston Index to Advertisers Advertiser.com Board of Directors

Association Leadership - March/April 2008

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