Association Leadership - July/August 2008 - (Page 14)

cover story: lessons learned Lesson 4: From larger-staff to smaller-staff associations Paul Davis, CAE P Executive Director E Texas Society of Health System T Pharmacists P Moving from a larger-staffed association to a small-staff organization a is a fool’s challenge or a liberating experience. I’ve done it twice, and I e highly recommend it. h If you’re lucky, you have a mentor like mine (Luther Parker), who’ll let you learn all you can about every aspect of association management before you move to a smaller organization. If not, you have a great opportunity. Assess your strengths and weaknesses and then take it upon yourself to learn. Learn how to work publishing software. Buy and learn a simple accounting program. Borrow and copy policy manuals. Buy comfortable shoes and work the Capitol. Understand what your smaller-staffed organization needs – lobbying and education, for example – and what your budget can allow for outsourcing. If you can outsource, consider things you don’t know how to do and ﬁnd someone who does. It’s easy to outsource accounting, graphics and publication layout, meeting planning, lobbying and other services. My suggestion for the ﬁrst service to outsource is payroll, and the ﬁrst person to outsource is a CPA. Use the valuable resources of your membership. The original Web site of my current organization was set up by a member. Members counted ballots and did a lot of the leg work in setting up meetings. Use ’em. It doesn’t have to be all staff-driven, and in fact, their participation keeps them engaged with the organization. More than anything, get a good organizing system and stay focused on priorities. Even if you know everything you need to know, time and resources are the real controlling factors. What I love about working for a smaller-staffed association is being involved in everything. You are handson every day and you get to know so many more members. Another beneﬁt is that each day is different – there is no boring routine! Lastly, be ready for some long hours. But you’ll ﬁnd the payback well worth the investment. Lesson 5: New supervisor E Elke Gonzalez Manager, Practice Management M Texas Medical Association Te As I looked at new opportunities in association management I realized I had hit a glass ceiling with my former h organization. So I began the search for o new career opportunities. After a quick n glance at my revamped resume, however, I g soon realized I was coming up short in the so supervisory department. I was determined to ﬁnd a way build those skills and the time had come to cultivate my own professional growth. With some great direction from colleagues and interviewers, I researched seminar offerings on conﬂict resolution, management styles and human resources. I highly recommend training in human resources, because issues will arise. Here are some things that I have learned in my role as a new manager: • Leadership skills are a must – Volunteer to take on leadership roles and lead by example. Learn from your peers and don’t judge until you know all of the facts. • Communication is key – Evaluate current methods of communication. Meet with your team members and discuss your expectations. For example, ask what is the 14 Association LEADERSHIP | July/August 2008 preferred method of communication in the ofﬁce – in person, over the phone or by e-mail? Most will likely say e-mail, which is a great segue into e-mail response time. • Be fair and accountable and follow company policy – It will be your safeguard against employee and supervisor conﬂicts, as well as disciplinary actions. • Understand your staff – Be aware that different generations communicate and learn in very different ways. It is challenging, but as a manager it is important to learn how to bridge those gaps so your team is focused on the achieving the same goals. • Evaluate your team – Fix what needs to be ﬁxed! A quarterly evaluation process is in place at TMA. Each employee is given a development plan, in which goals are set and then reviewed. In this evaluation process, however, the supervisor is not the only reviewer. Employees have the opportunity to discuss any new projects they were assigned to or volunteered for, or to boast about a project’s success. The evaluation process is crucial for employee accountability and growth. It’s a necessary tool to address and review unacceptable work habits, or learn of areas that may require development. Overall it is great for productivity. I have transitioned into a supervisory position with ease. I have been fortunate. I can only attribute this, however, to the leaders the organization has cultivated and empowered. I plan to someday be one of the chosen few.

Table of Contents Feed for the Digital Edition of Association Leadership - July/August 2008

Association Leadership - July/August 2008 Contents Chairman’s Column Homepage 60-Second Solutions Cover Feature: Association Lessons Learned Perspectives Association Case Study TSAE Annual Conference CEO Strategies New Members Community Spotlight Government Relations: Resources Technology: Web Site Redesign Global Summit Photo Page Great Ideas Beaumont New Mexico Index to Advertisers Advertiser.com The Lighter Side of Associations

Association Leadership - July/August 2008

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