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AITP Leadership Development Guidelines
AITP Leadership Development Guidelines
You need to be knowledgeable in the basic leadership skills of interpersonal relationships, motivation, communication, etc. if you wish to achieve a position of leadership in the Association.
Leadership development guidelines have been developed in recognition of the many opportunities for AITP members to attain leadership roles within the Association. It is a valuable resource for all members seeking to grow in their jobs, profession and Association. It represents the combined views of a number of AITP members who have served in Association posts, starting at the chapter level and moving to more responsibility in service at the Region and Association levels.
It is intended especially to provide guidelines for nominating committees in search of candidates for positions as committee members and chairs, officers and board members.
Officially endorsed by AITP leadership, this program should prove invaluable to all members wondering how far they want to move up the Association ladder and just what it takes to achieve this goal more effectively. While someone may follow this program to the letter, it is no guarantee that it will assure the attainment of leadership positions. It is a guideline that explores and explains all the courses of action open to the interested member.
It is a guide for those wanting to learn about the specific commitments which must be made in order to achieve this goal. As you move up in the Association, you need to make definite commitments for the various positions in terms of:
· How much time will the position require for correspondence, travel or meetings.
· How much secretarial assistance you will be able to make available to satisfy the requirements of the position.
· How much phone service/postage expense will you be able to provide or absorb.
Understandably, the more time and effort put into a position the more successful you, as well as the chapter, will be. The amount of time and effort needed depends largely on the size of the chapter. Of course, the commitments become increasingly heavier as you move from the chapter level to positions at the Region and Association levels, both requiring more travel time.
Further, you will need to have the backing of your company or organization in seeking the various Association posts. And, especially, you will need the backing of the family. These two questions may not have such a strong impact while serving at the chapter level, but they certainly become more urgent as you begin to serve in Region or Association positions where considerably more travel and correspondence are involved.
Over the years, AITP has published and distributed to its officers and chapters a multitude of administrative manuals, operations bulletins and many other printed guidelines on how to conduct Association affairs in the most effective manner. This publication for the first time, pulls together these various elements to provide members with detailed guidelines on how to move up the Association leadership ladder, starting out in the role as a new member and various paths which must be following progressively, from local chapter committees assignments to Association office.
Benefits of Leadership
First, you might ask yourself, Why should I assume a leadership role in the Association? There are many reasons, among the most prominent:
· Self-satisfaction and professional pride in accomplishing certain goals which benefit you not only in a personal way, but also for the contribution you make to the growth of your profession.
· Development of interpersonal skills, which will be valuable in both employment and AITP situations.
· Peer association which results in personal, social and business advantages.
· Opportunity to have a voice in your profession, as well as visibility as a leader in your profession and community.
· Peer recognition for services at the chapter, Region or Association level.
· Development of traits of competence, self-confidence and leadership which will serve you well in your future endeavors and are directly translated into on-the-job skills.
· Because AITP needs you. AITP is a volunteer organization and needs the commitment of dedicated professionals to continue its position of excellence. Your efforts will earn you the respect of your peers and the gratification of a job well done.
· AITP needs an individual's commitment for involvement and interest in Association affairs, as well as their participation in social events, to fulfill the overall objectives of AITP.
A distinction should be made between "management" and "leadership." A person may be a good manager, but not necessarily a good leader. The purpose of these guidelines is to direct the individual member who wishes to assume increasingly more responsible roles in AITP toward leadership concepts and traits.
One way to distinguish between the two activities is to understand the different approach taken by the "manager" and the "leader" in conducting a meeting. The manager will follow the agenda, conduct the meeting according to proper parliamentary procedures and get the meeting to achieve pre-determined objectives as effectively as possible. On the other hand, the leader will assume a more critical role, that of getting all those in the meeting to respond most creatively, encouraging new ideas and solutions, with the end result that conclusions of the meeting may be more productive and innovative.
Good luck and best wishes as you begin an exciting journey on the road of Association leadership which will lead you to personal growth and satisfaction and enhance AITP's future as a truly professional Association.
Leaders
Before we look at leadership opportunities in AITP, a look at some generalities on leaders is appropriate. Discussion of these points is a good beginning for any leadership training.
Characteristics of Effective Leaders
Effective leaders:
have self-discipline,
catch the vision, initiate the action, chart the path and leave the details to others,
know their people; they assign tasks to help capable associates succeed and grow,
use established channels and recognize informal channels,
obey the rules because rules and customs shape the expectations of people,
help others whenever and however they can,
maintain discipline,
listen closely so they may respond to the real needs of others,
motivate the volunteers they need to get the job done,
and
always train their successors.
Requirements of Effective Leadership
Effective leaders must:
participate,
be confident,
be creative,
be dependable,
take pride in what they do,
be courageous,
set goals,
delegate,
communicate,
and
be enthusiastic.
Putting Effective Leadership into Action
Effective leaders must:
plan,
solicit suggestions,
evaluate suggestions,
set goals,
define objectives,
develop written action plans,
communicate,
know their people,
require agendas/written reports,
foster teamwork,
and
show appreciation.
Roles of Leadership
Qualities of Leadership in Career Development
Leaders wear a number of hats. In many instances, they plan, control, direct and decide matters which enable the organization to accomplish certain goals. Under other circumstances, they are stimulators because they educate, balance, share control and encourage the members to be goal-oriented.
Leaders must have self-discipline if they are to be effective.
The best way to decide if leaders are doing a good job is to watch them in action. Here is what to look for:
1. They initiate action, start things going and point the direction, even if they leave the details to others.
2. They give orders within the ability of the people who are to carry them out.
3. They use established channels and recognize informal channels.
4. They obey the rules. Rules and customs shape the expectations of people.
5. Good leaders help others whenever and however they can.
6. They maintain discipline, create situations in which the organization's personnel discipline themselves.
7. They listen. Listening enables them to respond to the needs of others in the organization.
8. The ultimate test of leadership, of course, is effectiveness in getting the job done.
Qualities of AITP Association Leadership
How do you take a leadership role in AITP? Be an active member and volunteer to assist where and when needed. Here are some good ideas:
· Participate. Get involved in the activities of your chapter. Think about your own strengths and abilities and how you can best serve your chapter and your profession. Serve on one of your chapter's committees and take an active role in its work.
· Have confidence in your ability to make a productive contribution to AITP. If you take an active role you will make a productive contribution.
· Face each task with creativity. Seize the many opportunities to demonstrate your imagination.
· Show dependability. When you agree to do a job, follow through to the best of your ability and accomplish the objective.
· Take pride in what you do because that is the mark of a professional.
· Have the courage of your convictions.
· Set goals for yourself and plan for successful achievement.
· Delegate when a job is too big. Get others involved and encourage them to grow as well.
· Communicate with others in the chapter. Be sensitive to the needs and concerns of other members.
· Above all, have a positive attitude toward what is happening in your chapter and in the association. Show enthusiasm and make the most of your opportunities. Each time you have the chance, perform as a leader.
Training for Association leadership roles start at the beginning, when a person joins the Association. The new member packet, mailed to each new member contains a wealth of interesting information including details about the history, purpose, programs and services of AITP. Acquainting yourself with this material is the first step to becoming a good member.
Leadership A Team Effort
Although you are assigned specific duties in your particular Association leadership role, you do not face these responsibilities alone. Association leadership is truly a team effort and cooperation is the key to your success. During your term in office, there are many opportunities for you to work closely with your Association's members, other leaders and staff. The relationships that you develop with your colleagues provide a rich store of resources that you can draw on to serve your Association to the fullest. Here are some ways to make the most of these important peer relationships as well as use your own leadership qualities to the best advantage.
Working With Members
The members of your Association are your most important resource. They are the constituency that you have been elected or appointed to represent and lead. You fulfill your responsibility to the members by seeking out their ideas, listening to their opinions, keeping them well informed and showing them results. The members, in turn, provide you with much needed input to help you chart your Association's objectives and goals. In effect, they serve as a weather vane pointing you to the key issues facing your industry or profession.
To use the resource of members to the fullest, you must create a climate that will inspire their interest, enthusiasm and participation. They also must be convinced that their problems are understood and that the Association can offer solutions.
The best way to do this is to make certain that members are kept current about Association activities and achievements and that member feedback is continually solicited. A good two-way communication system functions like a compass. If the Association is on target, this will be confirmed, but if it is off track, corrections can be made early with relative ease. There are a number of ways to reach out to members that will make them feel they are in some way influencing the Association's goals. Some are formal regular surveys to determine attitudes toward the Association and its programs; systematic scanning of all incoming member correspondence for views on issues and Association activities, in general, and member exchanges and debates that will tell you who feels strongly about what. Some are informal conversations held during meetings; discussions at social gatherings; an information network built on the esteem in which you are held by others in your profession or industry.
Your primary mission, after all, is to represent the interests of the members of your Association. You can carry out this mission only if you maintain a close rapport with your peers in the membership ranks. They are your link to the real issues that face your industry or profession. By listening and really hearing you will be able to make meaningful decisions, keep members in tune with the Association and report successes in the areas of their greatest concern.
Working With Other Association Leaders
Another important resource that you can use in your efforts to move your Association forward comes from the close working relationships you build with your peers on the Association leadership team.
Each leader brings a unique combination of experience, knowledge, contacts and commitment to the leadership role. When people work together, individual offerings are multiplied and the group has clarity of thought, purpose and vision that no single person can achieve alone. Because so much of the success of an Association depends on group action at board and committee meetings, you should strive to understand the principles on group decision-making and develop effective meeting skills.
Volumes have been written on these subjects and the wise volunteer leader will become acquainted, through reading and seminars, with current thinking about the group process. However, there are a few simple rules to follow that will help you spend your meeting time productively. To make the most of a meeting, you must be sensitive to the feelings of others and be able to defuse tensions with skillful diversion. Whether you chair a meeting or are one of its participants, you must encourage free-flowing discussion, listen actively, be tolerant of different viewpoints and help others to express and expand upon their ideas. Part of this skill is derived from personal empathy, of course, but part comes from learning and following meeting protocol.
For instance, everyone should come to the meeting with assignments complete and homework done. There must be adherence to an agenda which helps to structure discussion and reduce digressions. All participants must have a chance to express their views. As a result, comments should be kept short and to the point. Order must be maintained to avoid aimless conversations or disruptions. Conflicts must be resolved so that the group can proceed in an atmosphere of goodwill. Records must be kept and progress reports made. Recognition must be given and the group must receive appropriate reinforcements.
With all these elements in place, group decision-making adds to your feelings of personal accomplishment. Your respect and appreciation of your colleagues grows and you are able to creatively use the pool of knowledge you have among you to satisfy member expectations and advance the work of your Association.
Working With Your Association Staff
Just as you need assistance of your colleagues in the important task of formulating policies and programs, you need to work in partnership with your Association's executive director and other key personnel to carry out the policies you develop and the programs you establish. The professional staff possesses the same skills and experience in handling Association affairs that serve you so well in managing your own full-time career. And they are committed to helping you, in every way possible.
During your term of office you will find the Association executive director and staff a reliable and essential resource. They provide you with information. They can answer any questions you may have. They can identify problems and offer solutions. They are equipped to handle the day-to-day administrative details of your Association, freeing you for the essential task of planning and policy making. The executive director shares certain responsibilities with you, such as serving as spokesman for the Association, representing it before its many publics, communicating information, helping to develop policies and programs and motivating member participation.
Because there are so many ways volunteers and staff interact, it is vital that you approach each other with trust, candor and respect. It is important to communicate openly and honestly, agree on your respective roles and responsibilities and the mission of your Association and your Association's objectives and goals.
This then is the essence of enlightened leadership: to rely on the Association executive director and staff to handle internal Association affairs with competence while you focus your attention on major issues and concerns.
Using Your Leadership Qualities
As you identify the resources that can help you during your term in office, there is one important asset you must not overlook your own leadership qualities. You bring to your Association a wealth of knowledge about your own industry and profession and broad experience in your personal dealings with others.
It is the combination of your talents in these two key areas that will serve you well as an Association leader. Your insider's knowledge of your profession or industry is the basis of the decisions you make and the actions you take. Your personal qualities are the source of your strength and inspiration and the trademark of your leadership style.
The very traits that have made you successful in the past are what suit you so well to your Association leadership role now. You have the vision that allows you to see the big picture and the long-term effects of decisions. You have sound judgement, expressed in part by your ability to weigh pros and cons and to be open to new ideas. You are enthusiastic about the goals of your Association. You work at getting along with others but you also have the capacity to take the heat for unpopular but necessary decisions. You are a creative thinker with empathy for those around you.
There are many excellent publications on leadership containing a wealth of information. The number of books which you should read to get a better understanding of the vital role of leadership in various aspects of social relationships will depend on your requirements.
AITP Association Career Path
Association Leadership Progression From Regular Member to Association Officer
Regular Member
Prerequisite
Persons of good character who are or have been employed in the management of information resources, including but not limited to positions as managerial personnel staff, sales, services or educators.
Progression Opportunity
Chapter committee
Region committee
Association committee (except Nominating Committee)
Chapter Board of Directors
Committee chair
Chapter Board of Directors
Prerequisite
Regular member of chapter at least two years prior to taking office, or as indicated by chapter bylaws.
Progression Opportunity
Chapter officer
Chapter Officer
Prerequisite
One year as member of Board of Directors prior to taking office, or as indicated by chapter bylaws.
Progression Opportunity
Chapter president
Chapter President
Prerequisite
One year as chapter officer prior to taking office.
Progression Opportunity
Same as regular member
Association Director
Prerequisite
Regular member of chapter.
Progression Opportunity
Region committee
Region officer
Region president
Association officer
Region Officer
Prerequisite
Current AD of chapter or certified as the AD for the following year.
Progression Opportunity
Region president
Association officer
Region President
Prerequisite
Incumbent chapter AD or incumbent president.
Progression Opportunity
Association vice president
Association Officer
Prerequisite
Incumbent member of the Association Board of Directors or member of Association Board of Directors the preceding year (realistically, either a current Association officer or current Region president).
Progression Opportunity
Serves as an officer, committee chair or member on other computer-oriented societies, such as ICCP, Education Foundation, etc.
Estimated Commitment Chart
The following chart provides an estimate of the type of commitments one makes when assuming office at the chapter, Region and Association levels. Any variance in commitment would be dependent on such things as chapter size, Region size (both in distance and number of chapters) and the amount of interest and concern on the part of the individual. In all cases, however, the agreement and support of both the employer and the family is required to permit the duties of the office to be carried out.
(Not Included)
Training for AITP Leadership
AITP's leadership skills resources consist of the many administrative manuals and other printed materials, self-study courses, publications, audio-visual programs, etc. available from AITP headquarters or the Regions. Some of this material is available at no cost from AITP headquarters: others, such as the video programs and slide presentations are circulated from Regions to chapters on request. The films are circulated to chapters out of AITP headquarters.
