In continuing with our entries discussing Employment Agreements, here are a few important tips to keep in mind. These key tips aim to help you in securing an up-to-date written agreement detailing all payments and actions should a separation (expected or unexpected) occur.
A severance agreement is an important part of any employment contract and is usually best handled at hiring, then again after each review by the board.
Although it needn’t be a complicated document filled with confusing legalese, you must have your own employment attorney (not the association’s lawyer) look it over before signing.
Monday, August 9, 2010
Thursday, July 29, 2010
Tactility and it's Importance.
I recently read the article, How Touch Can Influence Judgments by Steve Bradt. The article discusses the importance of touch (tactile) and the impression it leaves. This is particularly interersting considering job interviews, and salary negotiations. You may want to review the excerpts below from that article.
The research was conducted by psychologists at Harvard University, the Massachusetts Institute of Technology, and Yale University. The authors say the work suggests that physical touch … is that …. which people build their social judgments and decisions.
Psychologists report in the journal Science that interpersonal interactions can be shaped, profoundly yet unconsciously, by the physical attributes of incidental objects: ……. while a negotiator seated in a soft chair is less likely to drive a hard bargain.
“Touch remains perhaps the most underappreciated sense in behavioral research,” said co-author Christopher C. Nocera, a graduate student in Harvard’s Department of Psychology. “Our work suggests that greetings involving touch, such as handshakes and cheek kisses, may in fact have critical influences on our social interactions, in an unconscious fashion.”
“First impressions are liable to be influenced by the tactile environment, and control over this environment may be especially important for negotiators, pollsters, job seekers, and others interested in interpersonal communication,” the authors wrote in the latest issue of Science. “The use of ‘tactile tactics’ may represent a new frontier in social influence and communication.”
Friday, June 18, 2010
A Tale of Two CEO's
We have all heard the term 'employment contract' but how many of us really know the true importance of it?
In our article for Realtor AE Magazine, "A Tale of Two CEO's" we address this crucial component of every Association executive's employment agreement. The article gives suggestions on how you can best navigate the murky waters that are the agreement, helping you course your way to a successful contract.
Follow the blog as we update key pointers from the article in the upcoming weeks.
In our article for Realtor AE Magazine, "A Tale of Two CEO's" we address this crucial component of every Association executive's employment agreement. The article gives suggestions on how you can best navigate the murky waters that are the agreement, helping you course your way to a successful contract.
Follow the blog as we update key pointers from the article in the upcoming weeks.
Tuesday, February 16, 2010
Checklist Complete
As they say, 'All good things come to an end.' and so with that in mind this is the final addition, the last point on our CEO Checklist. The fifth and last point is by no means the least so don't regard it as so, in fact, you really can't be a successful CEO if you are not a successful Motivator.
Of course, all these new communication, strategic thinking, entrepreneurial, and management talents don’t really work well if you are not able to motivate the world to follow you.
Boards like to see excitement and commitment—a real passion for what you are doing. This all translates into the motivation factor. Boards ask themselves, “Can this candidate get the board, the staff, the public excited about our issues?”
This is not to say that you have to be a fearless General Patton-style leader, but George Patton’s strengths included an absolute commitment to getting the job done. Like all great leaders, Patton had great passion that motivated others to follow. If you want to lead, if you are to be the CEO, you need to care—to have a passion for all aspects of the job. Al¬though you cannot manufacture the kind of ardor that motivates devotion, you can stoke the flames of passion by reminding yourself precisely what it is about becoming a CEO that so inspires you. That passion, that enthusiasm, will become contagious and motivate others to listen to you, to work with you, to follow your lead.
To prepare yourself to be an association CEO—or a better CEO—assess your present strengths and experiences. Do they include most of these five at¬tributes above? If not, start to build up those aspects of your experience and take your AE career to the next level. n
Of course, all these new communication, strategic thinking, entrepreneurial, and management talents don’t really work well if you are not able to motivate the world to follow you.
Boards like to see excitement and commitment—a real passion for what you are doing. This all translates into the motivation factor. Boards ask themselves, “Can this candidate get the board, the staff, the public excited about our issues?”
This is not to say that you have to be a fearless General Patton-style leader, but George Patton’s strengths included an absolute commitment to getting the job done. Like all great leaders, Patton had great passion that motivated others to follow. If you want to lead, if you are to be the CEO, you need to care—to have a passion for all aspects of the job. Al¬though you cannot manufacture the kind of ardor that motivates devotion, you can stoke the flames of passion by reminding yourself precisely what it is about becoming a CEO that so inspires you. That passion, that enthusiasm, will become contagious and motivate others to listen to you, to work with you, to follow your lead.
To prepare yourself to be an association CEO—or a better CEO—assess your present strengths and experiences. Do they include most of these five at¬tributes above? If not, start to build up those aspects of your experience and take your AE career to the next level. n
Friday, January 29, 2010
Read All About It!
Check us out (click on the title of this post) in the January 19, 2010 copy of the Association and Non-Profit BISNOW talking about Executive Bounsues.
Monday, January 25, 2010
CEO Checklist
The fourth point from our CEO Checklist is crucial. In order to be a truly successful CEO you need to be Business savvy.
As associations shift away from the “old boy’s club” way of doing business to a more sophisticated corporate model, boards have become more focused on selecting executives with broad business savvy to lead their organizations.
Today, boards want CEO candidates who have overall business experience in accounting and finance, management (of the board, the staff, the volunteers), marketing, communications, and technology.
They do not expect expertise in all these areas, but they do expect the CEO to have broad experience across several fields (and to know where to brush up on the basics of these disciplines).
If you don’t already have an extensive background, broaden your involvement to diversify your skill set. Association experience can be very attractive, but if you’re an association political affairs director or communications director and your expertise is limited to one sector, it makes you a less desirable candidate. Move beyond your comfort zone by taking on responsibilities (perhaps even a volunteer role in a community organization) requiring you to learn a whole new way of thinking. Boards want CEOs who can move through the basic disciplines of management with a degree of confidence.
As associations shift away from the “old boy’s club” way of doing business to a more sophisticated corporate model, boards have become more focused on selecting executives with broad business savvy to lead their organizations.
Today, boards want CEO candidates who have overall business experience in accounting and finance, management (of the board, the staff, the volunteers), marketing, communications, and technology.
They do not expect expertise in all these areas, but they do expect the CEO to have broad experience across several fields (and to know where to brush up on the basics of these disciplines).
If you don’t already have an extensive background, broaden your involvement to diversify your skill set. Association experience can be very attractive, but if you’re an association political affairs director or communications director and your expertise is limited to one sector, it makes you a less desirable candidate. Move beyond your comfort zone by taking on responsibilities (perhaps even a volunteer role in a community organization) requiring you to learn a whole new way of thinking. Boards want CEOs who can move through the basic disciplines of management with a degree of confidence.
Thursday, January 14, 2010
New Year, New Post
As its a new year we thought we would add a new point to our CEO Checklist. In order to be the perfect CEO you have to be a:
Strategic Thinker.
Every single board asks for a strategic thinker.
The Candidates with a strategic orientation are able to clearly articulate their vision of where the organization can be in two, three, or five years and this is crucial to the Board.
Whether it’s with a well thought-out handout prepared ahead of time or simply by telling “war stories” of developing and implementing past strategic concepts, you can win over the board with your vision of the organization’s limitless potential under your leadership. Of course, this requires a lot of homework. More than arming yourself with knowledge, conveying your strategic thinking capabilities is a matter of exciting imaginations—yours and theirs.
Strategic Thinker.
Every single board asks for a strategic thinker.
The Candidates with a strategic orientation are able to clearly articulate their vision of where the organization can be in two, three, or five years and this is crucial to the Board.
Whether it’s with a well thought-out handout prepared ahead of time or simply by telling “war stories” of developing and implementing past strategic concepts, you can win over the board with your vision of the organization’s limitless potential under your leadership. Of course, this requires a lot of homework. More than arming yourself with knowledge, conveying your strategic thinking capabilities is a matter of exciting imaginations—yours and theirs.
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