Welcome to San Diego. Here is a little background info:

San Diego climate is described as "Coastal Desert." It is usually warm and dry...but it can rain (rarely) and it can get chilly at
night (say in the 40s in the winter, rarely).

When people refer to the San Diego Area, they are usually referring to San Diego County, which is made up of the city of San Diego
and a number of smaller cities (National City, Chula Vista, Coronado (which is not an island), La Mesa, Santee, El Cajon, Lakeside,
Poway, Carlsbad, and probably a few others I am unintentionally probably leaving out). San Diego County is bounded by Mexico on the
South, Camp Pendleton on the North (about 60 miles), the Pacific Ocean on the West, and Imperial County on the East (about 110
miles).

San Diego is a great place with lots to see and do...here is a partial list:

If you like to walk or run, from the Marriott, go down to the waterfront and head towards Seaport Village, and beyond.

Coronado is the home of the North Island Naval Air Station and at times we have up to 3 aircraft carriers in port. Coronado is also
the home of the historic Hotel Del Coronado.

Seaport Village - Built primarily for the tourist trade around 20 years ago, lots of shops and restaurants.

The USS Midway Museum (CV 41) is tied up close to the foot of Broadway along the Embarcadero

Star of India - Tied up on the Embarcadero, An old Iron sailing ship and museum

Downtown San Diego - A great area downtown for restaurants is the Gaslamp Area, which has been redeveloped over the last 20 years.

Harbor Island - a few nice restaurants, it is a manmade "peninsula across from the airport.

Shelter Island - A little west of Harbor Island, also manmade and a few restaurants and hotels.

Ocean Beach - Bikers, tattoos, piercing, antiques, the beach, a big pier...and Hodad's for hamburgers. About 8 miles west and north
of downtown

Mission Beach - The beach area north of Ocean Beach, 8 miles north of downtown and home of Belmont Park, an old amusement part with
an old wooden roller coaster. Home of the "Over the Line" tournament.

Pacific Beach - The beach area north of Mission Beach.

La Jolla - Pricey beach community about 13 miles north of downtown. Adjacent to a very nice park area and golf course, Torrey Pines.

Delmar - The beach area north of La Jolla and home of the Delmar Racetrack, about 20 miles north of downtown. Across Interstate 5
from the racetrack is an exclusive community, Rancho Santa Fe.

Solana Beach - The beach north of Delmar, and about 23 miles north of downtown San Diego.

Carlsbad - Home of Legoland

Oceanside - Adjacent to Camp Pendleton, a US Marine Corp training area

Fort Rosecrans National Cemetery at the tip of Point Loma - At the end of the Point is an historic light house and a great view to
the east of all of San Diego.

On the coast adjacent to Camp Pendleton is San Onofre Nuclear Power Plant. Also in the vicinity is an Immigration Service Check
Point, followed by Orange County.

Seaworld - Seaworld is Seaworld, available in a number of cities. Sea World is located just east of Mission Beach.

Zoo - San Diego Zoo boasts the largest animal collection in the world

Balboa Park - the zoo is in Balboa Park, also museums, botanical gardens, park.

San Diego Mission De Alcala - Spanish priest, Junipero Serra  founded a string
of missions up the coast, the first mission being the one in San Diego.

Mission Trails Park - east of downtown about 12 miles and the site of the first water reclamation project in the New World, and the
Padre Dam. Very close to the offices of InternetCrusade.

Major Military Presence:
Naval Station, 32nd Street (Combatant and Amphibious ships)
North Island Naval Air Station in Coronado (Aircraft Carriers)
Naval Amphibious Base (Coronado)
Ballast Point (Submarines)
Miramar (Marine Corp Air Base)
Camp Pendleton (Marine Corp Training)
Fleet ASW School (Point Loma)
Marine Corp Recruit Depot (San Diego, MCRD)

Los Angeles Airport is 125 miles from San Diego off of the 405. Of course from there you are close to Beverly Hills, Hollywood, and
lots of traffic.

Saul

The following should be the general theme of the mission of all real estate associations:

 

To provide a consistent level of service(s) to the membership...day after day, month after month, year after year, business and real estate cycle after business and real estate cycle.

 

Services should not decline because of general economic conditions. That is why associations build and maintain reserves.

 

Part of the purpose of reserves, other than to provide financial stability for an association in the time of emergency, is to provide funds when the current income is inadequate to maintain the needed level of service...to help the association continue to offer services to the membership when the members need them most. To cut services in a declining market because of loss of membership and dues income is the sign of a poorly run association.

 

 

Plan for the future. Have adequate reserves for the "rainy day." Generate income from sources other than dues, in small but consistent amounts. Run the association like a business, always keeping in mind that profit is not a dirty word and that the efforts to build reserves are the combined efforts of lots of people over many years and should not be the windfall of those who happen to be members in the year when things are good and the association is making money. Never rebate reserves to members. That is a disservice to all who were members over all the years of the existence of the association.

 

 

Saul

 

Saul Klein

President, InternetCrusade

 

 

Creating a Communication Plan

 

One of the biggest issues for associations is communicating effectively

at all levels of the organization. To do so requires the creation of a

communication plan and commitment to its implementation.

 

Creating a communication plan requires the following:

1. Identifying the different channels of communication at your

association. Examples are:

Leadership to Staff
Staff to Leadership
Staff to Staff
Staff to Member
Member to Staff
Member to Member
Association to Public
Committee Chairs to Committee Members
Committee Chairs to Committee Chairs
Committee Chairs to BOD

 

2. Identify benefits to be derived from more effective communications and

which of those benefits you wish to experience.

Cost savings
More participation
Greater understanding of the workings of the association by all, members,

staff, public.

 

3. Identifying current communication tools used by your association and

alternate tools you are not using.

Meetings
Magazine
Newsletter
Telephone
Fax on Demand
e-mail
Website
Listservs
Autoresponders

 

4. Identify sources of content to communicate besides the "as needed"
communications

Minutes
Agendas
Calendars
Magazines
Schedules
REALTOR.org

 

5. Decide which communication tools you will be employing for each

communication channel

 

6. Determine frequency of current communications down channels identified

Daily
Weekly
Monthly
Annually

 

7. Determine desired frequency of communications to various channels

Daily
Weekly
Monthly
Annually

Examples:
President to Board of Directors - Monthly by meeting and weekly by

e-mail, supplemented by website Committee Chairs to Committees - Monthly

by meeting, weekly by e-mail

 

8. Determine person responsible for insuring the implementation of the

communication plan

 

9. Monitor results

If you feel you need better communications at your association, what are

you doing different to accomplish your desired results?

 

"Insanity: Doing the same thing over and over again and expecting

different results." Albert Einstein

 

Saul

 

 

Vision and Mission

-
Hi everyone,

Your organization must have both a Vision and a Mission and those charged

with carrying out the day to day operation of the organization, as well

as those charged with the "bigger picture" (Leadership) should be able to

recite the Vision and the Mission of the organization as most of the

daily efforts should be those things which advance the over all

performance of the organization in the attainment or at least the

movement in the direction of attainment of the Vision and the Mission of

the Organization.

It is also important for your members to know the Vision and Mission of

the organization...display it at every opportunity.

 

Following is from some of my Leadership and Strategic Planning Material:

>>
Vision
. Vision Statement - How the organization will be described in the
future.
. A vision statement should be realistic, credible, well

articulated,
easily understood, appropriate, ambitious, and responsive to change. It

should orient the group's energies and serve as a guide to action. It

should be consistent with the organization's values. A vision should

challenge and inspire the group to achieve its mission.
. A strategic plan is the "blueprint" for an organization's work.

The
vision is the achievement of that plan.a description in words that

conjures up a similar picture for each member of the group of the

destination of the group's work together.
. Another way to get at the Vision of an organization is to ask: If

we accomplish what we want to accomplish as an organization, how will we be

described in the future?

 

Mission
A Mission Statement typically describes an organization in terms of its:
. Purpose - why the organization exists, and what it seeks to
accomplish
. Business - the main method or activity through which the
organization tries it fulfill this purpose
. Values - the principles or beliefs that guide an organization's
members as they pursue the organization's purpose NAR Vision The NATIONAL

ASSOCIATION OF REALTORS strives to be the collective force influencing

and shaping the real estate industry. It seeks to be the leading advocate

of the right to own, use, and transfer real property; the acknowledged

leader in developing standards for efficient, effective, and ethical real

estate business practices; and valued by highly skilled real estate

professionals and viewed by them as crucial to their success.

 

Working on behalf of America's property owners, the NATIONAL ASSOCIATION

OF REALTORS provides a facility for professional development, research

and exchange of information among its members and to the public and

government for the purpose of preserving the free enterprise system and

the right to own, use, and transfer real property.

 

NAR Mission
The core purpose of the NATIONAL ASSOCIATION OF REALTORSR is to help its

members become more profitable and successful.

CAR Vision
The REALTOR organization will be the pre-eminent source of essential

business services and the association of choice for real estate

professionals committed to excellence.

CAR Mission
The purpose of the CALIFORNIA ASSOCIATION OF REALTORS is to serve its

membership in developing and promoting programs and services that will

enhance the members' freedom and ability to conduct their individual

businesses successfully with integrity and competency, and through

collective action, to promote the preservation of real property rights.

 

Saul

 

Key Attitudes for Directors to Adopt

By Frederick T. Spahr, CAE, and Marjorie B. Signer

>>
What are the key attitudes a board member should develop to function at

peak effectiveness?  I suggest the following:

. Learn and respect the organization's chain of command. 

Communicate
with the chief executive officer rather than directly to the staff. 

Nothing causes more confusion or wastes more energy than side-stepping

the established chain of command.  Understand the roles of different

staff members and respect their limitations.
. Do your homework at all stages.  Before you accept a nomination

for
a board position, find out how much time and effort are required and

communicate that information to your employer, if necessary and to your

family as well.
. Bring to board meetings a thorough understanding of as many

issues
as you an study, and then be prepared to learn twice as much - or more-

before making a decision.  The other side of this coin is that documents

for board members should be as succinct and clear as possible.
. Keep an open mind.  Listen to all sides of an issue and be

flexible
before reaching a conclusion.
. Work with other board members, show respect and tolerance for
individual interests and personal styles.  What plays in Idaho may not

play in New York, but at a national meeting of a national board, overall

interests should take precedence over regional ideas and behaviors.
. Get to know all other board members, and find a positive way to
relate to each, for the good of the organization rather than your

personal pleasure.  Games and personality clashes obscure the issues and

can damage relationships among board members and within the organization.

 Find out what makes you angry and what you do to make others angry.  Try

to change both behaviors.  A measure of personal harmony is essential for

a group to achieve its goals.
. Know the governance of the organization inside out.  The most
effective board members have substantial service at lower levels in the

committee structure and understand how things work.
. Be realistic about what you can achieve.  How much can you as a
board member do?  Realize you are part of a whole that must work

together.
Consider your other commitments.  Set priorities in your personal and

professional life so you can meet the demands of active participation on

a board.
. Know why you are serving on a volunteer board.  Professional
enhancement, personal service, ego gratification, an outlet for energy

and ideas, a personal agenda - many reasons underlie a decision to serve

on a board.  Understand what motivates you and , if necessary, be

prepared to rethink and adjust your reasons as you grow and mature in

your role.
. Admit mistakes, and ask for more information if you need it.
. Last, but not least, serve your association with physical and
psychological stamina and sense of humor.
<<

 

Saul

 

Henri Fayol, a French industrialist and one of the earliest proponents of

a general theory of management,  has been described as the father of

management theory.

 

Fayol defined administration in terms of five primary elements: Planning,

Organizing, Command, Coordination and Control. He developed a

comprehensive list of principles to provide guidelines for managers. In

introducing these guidelines he stated: "...there is nothing rigid or

absolute in management affairs, it is all a question of

proportion....allowance must be made for different changing

circumstances.

 

Fayol's Fourteen Principles:

1. Division of Work.  The Principle of specialization of labor in

order
to concentrate activities for more efficiency.
2. Authority and Responsibility.   Authority is the right to give
orders and the power to exact obedience.
3. Discipline.   Discipline is absolutely essential for the smooth
running of business, and without discipline no enterprise could prosper.
4. Unity of Command.    An employee should receive orders from one
superior only.
5. Unity of Direction.  One head and one plan for a group of

activities
having the same objectives.
6. Subordination of individual interests to general interests.   The
interest of one employee or a group should not prevail over that of the

organization.
7. Remuneration of Personnel.  Compensation should be fair and, as

far
as possible, afford satisfaction both to personnel and the firm.
8. Centralization.  Centralization is essential to the organization

and
is a natural consequence of organizing.
9. Scalar Chain.  The scalar chain is the chain of superiors ranging
from the ultimate authority to the lowest rank.
10. Order.  The organization should provide an orderly place for

every
individual.  A place for everyone and everyone in their place.
11. Equity.  Equity and a sense of justice pervades the organization.
12. Stability of Tenure of Personnel.  Time is needed for the

employee
to adapt to his work and to perform it effectively.
13. Initiative.  At all levels of the organizational ladder zeal and
energy are augmented by initiative.
14. Esprit de corps.  This principle emphasized the need for teamwork
and the maintenance of interpersonal relationships.

 

What is Management?

-
Management involves the coordination of human and material resources

toward objective accomplishment.

Management is a process of planning, organizing, and controlling

activities.

Management is the primary force within organizations which coordinates

the activities and uses of the resources and relates them to the internal

and external environment of the organization.

Saul

Saul Klein
CEO, InternetCrusade

 

Hi Presidents,

As you get ready to take on the year...what could be one of the most

rewarding years of your life, take time to reflect on a few of the most

compelling issues facing your Association (IDX/VOW/Changing Business

Models, etc).  Consider the implications of successful (or unsuccessful)

resolution of these issues.  Constructively and creatively align your

thoughts and intent toward solutions and identify your own convictions as

to the method of resolving these issues.

 

Commit to establishing an atmosphere of communication with your

Association Executive Officer...your partner and most valuable resource. 

Discuss with him or her your thoughts, ideas and convictions.  An

understanding, open and communicative relationship with your EO is

necessary to ensure the successful operation of the Board during your

year as president.

 

Delegate early. Recognize early that you "can't do it all" yourself.  You

will never have sufficient time, money nor resources to single handedly

complete all your objectives.  Learn to make use of the expertise and

knowledge of others, who like yourself are committed to the growth of

your association.

 

Saul Klein ePRO/GRI/CFP
CEO, InternetCrusade

 

Hi Presidents,

One year is not a long time.  Your time as president will fly by and you

will not have time to accomplish as much as you would like.  Choose that

which you want to achieve and accomplish, focus the bulk of your effort

on it, and rely on your incredibly professional staff to carry out the

day to day affairs of the Association.  Do not attempt to micro-manage,

that is what the AE. gets paid to do.  Always remember that there is a

"body politic" and that many people will attempt to influence you,

intentionally and unintentionally.  Be on guard for personal agendas.

Utilize the Officers, staff, and committee's (Chairs and Vice Chairs)

time and expertise to accomplish your agenda for the Association for the

year.
Stick to the Strategic Plan. Associations have perpetual existence and

the strategic plan is the road map to achieving the mission and vision of

your association.

Goals and Goal Setting

I always find that the week right after Christmas and before New Years is

a great time to put together my plan for the next 12 months. Since I am

off the road until next year, I am starting to think about the planning

process a little ahead of schedule. Next week John, Mike and I will lay

out our goals and objectives for InternetCrusade. We will also

individually lay out our goals for ourselves and our families.

 

Over the years I have learned that if I want to increase the chances of

achieving my goals, I must make sure they are:

1. In writing - The process of writing down a goal helps to "embed" it in

your thinking, which will result in actions which will move you toward

your goal. I have many years of experience with this and I am sure you do

as well if you think about it. I have compared my annual goals to my

yearly accomplishments on many occasions and the results are

amazing...what I say (and write) that I will do, I usually do. If you are

committed to your goals, write them down and give copies of them to those

who are close to you. One of the reasons New Years Resolutions are not

successful is that since we are usually not committed to them. We don't

usually tell anyone what our resolutions are because then there would be

an expectation that we accomplish them. I will finish this piece with a

quote on commitment.

2. Measurable - If a goal is not measurable, it will probably not be

achieved. I want to make $100,000 this year is much more powerful than I

want to make a lot of money this year.

3. Valued - Valuing a goal will help you prioritize. If a goal is

important to your overall health, happiness, and well being (or that of

your loved ones or your association), you will give that goal a high

priority.

4. Prioritized - We all have more to do than we have time to do, so

having goals prioritized will help us accomplish those things which are

most important to us, our families, and our organizations.

Achieving goals is much easier when you are committed to the goals. Have

you ever noticed that when you are really committed to something, things

work to help you. I am of the firm opinion that to achieve your goals,

you must be WILLING to do what it takes. You may not actually have to do

what it takes (sometimes things just happen in your favor) but you must

be WILLING to do what it takes. That intense willingness is commitment

and it can work like magic in your behalf.

 

The following is the best quote I have ever come across on the subject of

commitment.

>>
Until one is committed
There is hesitancy, the chance to draw back, Always ineffectiveness.
Concerning all acts of initiative and creation There is one elementary

truth, The ignorance of which kills countless ideas And splendid plans:
That the moment one commits oneself,
Then providence moves too.
All sorts of things occur to help one
That would otherwise never have occurred.
A whole stream of events issues from the decision,
 
Raising in one's favor all manner
Of unforeseen incidents and meetings
And material assistance
Which no man could have dreamt
Would have come his way.
I have learned a deep respect
For one of Goethe's couplets:
"Whatever you can do, or dream you can - begin it.
Boldness has genius, power, and magic in it.

W.N. Murray
The Scottish Himalayan Expedition, 1951
<<

Saul

 

Structural changes are taking place in every aspect of the workplace. 

 

The real estate industry is not an exception.  The way our members sold

real estate 10 years ago is not the way they sell it today and the way

they sell it today is not how they will sell it ten years from now. 

Their market, job description and needs are being transformed. 

 

Driving forces and concepts affecting and threatening our members and our

associations as they currently function include:

Public access to the MLS

Agency liabilities

Loss of MLS to outside entities, which results in loss of MLS income

Buyer Brokerage/Broker Buyer Brokerage/Broker Compensation

Alternative revenue sources

Decreasing membership as the economy changes when interest rates begin to

rise Professionalism

Staff driven Vs volunteers drive, the dynamics of changing leadership

Added value, more for less

Dealing with the "I want it all, I want it now, and I want it for

nothing" syndrome

Decrease in available volunteer time as time becomes more valuable and

the membership shrinks

But in every threat lies an opportunity, an opportunity to ride the

forces of change in the direction in which it is already headed, and

reaping the benefits.

The time to deal with all this change is now.  The margin for error is

slim.
Association leaders, staff and volunteers, must create the Association of

the future or their Association of the present will perish!  Our industry

is going through nothing less than a "Paradigm Shift." As stated by Joel

Barker, author of Future Edge, when a paradigm shifts, everything goes

back to zero.  Large associations and small, rich and poor, it matters

not, all are in danger of extinction.  Become the creator of your future,

not the victim.

 

Creating a future by design instead of a future by default requires being

able to deal with massive (and increasing) amounts of information in a

fast changing environment.

 

Saul

 

List of President's activities, as time permits
-
1. Attend each committee meeting at least once, quarterly is ideal.  It

shows a real interest in the work of the volunteers.  Attend all Budget

and Finance Committee Meetings.
2. Read the minutes to all the meetings.  Check at least quarterly to see

that committees are accomplishing their goals as delineated by the

strategic plan.
3. Send letters to the committee chairs, vice chairs, directors, officers

quarterly.
4. Send "well done" letters to members and staff who have been brought to

your attention.  A commendation from the President sometimes results in

an association supporter for many years.
5. Be interested in the staff.  Acknowledge, acknowledge, acknowledge.
6. Remember staff and directors on their birthday.
7. Make as many office visits as time allows.  No more than 2 per day,

about 20 minutes to 30 minutes in duration.  You may take another

officer, director, or member of staff with you who may have some

important information to relay to the members.  Examples would your

Government Affairs Director, Education Director, Special Events Director,

MLS, etc.
8. Send thank you letters to the office manager/broker/office contact that set up the appointment.
9. Remember and use as many names as possible.  The most important word

in anyone's vocabulary is his or her name.
10. Be responsive to the press.  Remember, they have deadlines and the Association 

wants the press.  Visibility is important to the self-esteem of the

members.

11. Remembering Names:

Maintain a list of all the directors and officers and their spouses

(names).

Maintain a birthday list of the directors and officers.

Maintain a list of all staff and their spouses.

Maintain a birthday list of all staff and give them a card and/or present

on their birthday.

 

 

President sees it all

 

The only volunteer who has the ACCESS to "everything" that is going on at

the Association is you.  You are also the inspirational leader so it is

necessary that you read all the minutes to all the committee meetings and

correspond with the chairs and vice chairs in writing at least quarterly.
Also "well done" letters to as many people as possible as often as

possible.

You are the association's leader and a letter from the president is a

treat for most people.  In addition to dealing with the volunteer side,

you can also be very valuable to the association by taking a personal

interest in the staff.  Special commendations, birthdays just saying hi

to as many of them as you can everyday will make them a happier and

therefore a more productive resource (we do spend a large portion of our

budget, appropriately so, on employees).

 

One year is not a long time.  Your time as president will fly by and you

will not have time to accomplish as much as you would like.  Choose that

which you want to achieve and accomplish, focus the bulk of your effort

on it, and rely on your incredibly professional staff to carry out the

day to day affairs of the Association.  Do not attempt to micro-manage,

that is what the E.O. gets paid to do.  Always remember that there is a

"body politic" and that many people will attempt to influence you,

intentionally and unintentionally.  Be on guard for personal agendas. 

Utilize the Officers, staff, and committee's (Chairs and Vice Chairs)

time and expertise to accomplish your agenda for the Association for the

year.  Stick to the Strategic Plan.

 

Saul

Saul Klein e-PRO/GRI/CFP
1993 President, San Diego Association of REALTORS

CEO, InternetCrusade

 

A leader's three major tasks:
-
1. Perform your current job and responsibilities to the best of your

ability.
2. Prepare for your next position.
3. Train your replacement.

-----------------
It is a leaders responsibility to train the future leaders to think in

visionary terms rather than focusing on the present.

 

Don't take things personal.  Because of the politics of associations, you

will always have someone second-guessing your decisions, actions and

motivations.

 

Pay it little mind (it's only human to let it get to you a little).  Show

your anger rarely, When you do show it, it will have more impact.  One of

the first rules of leadership, I learned in Leadership 101 at the Naval
Academy:
 
"Commend in public, reprimand in private."
 
Saul

 

Time Management

When I taught time management classes, I used the following
riddle:

 

>>
I am your constant companion.

I'm your greatest helper
or your heaviest burden.

I'm completely at your command.
Half of the things you do
you might as well just turn over to me
and I will be able to do them
quickly and correctly.

I'm easily managed;
you must merely be firm with me.
Show me exactly how you want something done and after a few lessons I

will do it automatically.

I'm the servant of all great men and women
-- and of all failures as well.

Those who are great, I have made great.
Those who are failures, I have made failures.

I'm not a machine,
though I work with the precision of a machine.
I have the intelligence of a human being.
You may run me for profit or run me for ruin
-- it makes no difference to me.
Take me, train me, be firm with me,
and I will put the world at your feet.
Be easy with me and
I will destroy you.

 

Who am I?

 

 
HABIT
<<

Saul

 

Here are a few fundamental concepts exemplified by those we would

consider good leaders...they:

Commend in public
Reprimand in private

 

They:

Perform their current job
Prepare for the next job
Train their successor

 

Leadership is not just a position. Because one is a president, officer,

or director of an association does not make one a good leader. Leadership

is a skill which, for most, improves with practice.

 

An interesting exercise when working to improve the leadership skills of a group is to

ask the individuals in attendance to:

Name 3 leaders they most admire for their leadership skills...past or

present leaders, dead or alive.

Name 3 characteristics of the leaders chosen.

 

Saul

 

The Qualities of a Leader

 

-------------------------------------------------------
-
DORCAS HELFANT, 1992 PRESIDENT, NATIONAL ASSOCIATION OF REALTORS

To be a successful leader, you must.

Be a teacher and communicator. Facilitate understanding and

communication.

Delegate Authority.  Accomplish things through other people.
Remember it's our association.

Have stamina and take care of yourself.

Manage time and use it efficiently.  You don't have to do everything.

Make sure you develop a partnership with staff and elected leaders.

Have technical competence in subject matters.  Your job is to understand

what the industry and association is about.

Not condone incompetence.  It's not good for the REALTOR organization. 

Be diplomatic, but look to the people of the future and select those who

can perform.  Leaders have a responsibility to ask those who don't

perform to move on.

Take care of your people.  Recognize those who are giving their valuable

time and congratulate them on a job well done.

Understand and be faithful to the association's strategic vision. Members

have options.  What does your association provide that gives members a

sense of value?

Be willing to subordinate your ego.  It's okay to give recognition,

because people give it right back.  Dont take credit first.

Know how to run a meeting.

Be a motivator. Be committed to the organization.

Be visible and approachable.  Arrive early at meetings and gatherings and

circulate.

Possess a sense of humor.

Be decisive. Know issues and where you stand.

Look at issues.  Don't let your personal emotions rule you.

Have stability.  Leaders should be reliable.

Be open-minded.  Be receptive to other peoples ideas.

Have dignity.  Have high standards and a working knowledge of Miss

Manners.

Show integrity.  Exude the notion that the association is built on

ethical conduct.

 

On Leadership

-
Know yourself and seek self-improvement.

 

Be technically proficient. As a leader, you must know your job and have a

solid familiarity with your employees' jobs.

 

Seek responsibility and take responsibility for your actions. Search for

ways to guide your organization to new heights. And when things go wrong,

they will sooner or later, do not blame others. Analyze the situation,

take corrective action, and move on to the next challenge.

 

Make sound and timely decisions. Use good problem solving, decision

making, and planning tools.

 

Set the example. Be a good role model for you employees. They must not

only hear what they are expected to do, but also see.

 

Know your people and look out for their well-being. Know human nature and

the importance of sincerely caring for your workers.

 

Keep you people informed. Know how to communicate with your people,

seniors, and other key people within the organization.

 

Develop a sense of responsibility in your people. Develop good character

traits within your people that will help them carry out their

professional responsibilities.

 

Ensure that tasks are understood, supervised, and accomplished.
Communication is the key to this responsibility.

 

Train your people as a team. Although many so called leaders call their

organization, department, section, etc. a team; they are not really

teams...they are just a group of people doing their jobs.

 

Use the full capabilities of your organization. By developing a team

spirit, you will be able to employ your organization, department,

section, etc. to its fullest capabilities.

 

Saul