1. Bring your tent, your compass, and a
large sleeping bag
JWL Association Management
Consultants 1

2.  Contracts
 Salary Negotiations
 Succession Planning
 Planned, unplanned
 Policies
 Bus Book
 Interim Replacements
 Search
JWL Association Management
Consultants 2

3. Give yourself (and your association) a necessary shelter
JWL Association Management
Consultants 3

4.  Clarifies the role and the authority of the AE.
 Details the termination (benefits, other obligations)
 Exec level is not the same as staff—the lower the level of
employee, the less a contract is needed
 Prevents the tyranny of the minority
 Is the basis of performance measures of the AE
 Helps leaders understand the relationship of AE to organization.

5.  Provide employment security and protection for an executive in a constantly
changing employment atmosphere. (Severance Pay Costs)
 Ensure financial security by providing adequate severance in the event of
termination and allow the executive to seek new employment.
 Provide for any specific items needed by the employee to adequately perform his
or her job functions.
 Define benefits and bonuses that may exceed those provided to other association
employees.
 Clearly define responsibilities and relationships with the board and leadership.
JWL Association Management
Consultants 5

6.  Reduces risk of lawsuits in a termination, because
procedure has been spelled out
 An asset because it lessens the disruption
 Can serve as a basis for litigation from either side
 Both sides generally agree and abide by the contract
 Leaders and execs understand their roles

7. Negotiate your way through the forest
JWL Association Management
Consultants 7

8.  Obtain a contract at the employment negotiation process (or
choose your time carefully)
 Look at the contract as an evolving process. Each contract
period, revisit salary, benefits, retirement, perks)
 Create the first draft (at your expense)
 Get an attorney review
 Take the initiative in performance review
 Evergreen renewal. Include advance notice for re-negotiation.
 Spell out bonus provisions; make sure they can be measured.
JWL Association Management
Consultants 8

9.  Commit to
negotiating
 Research salary data
 Remove the emotion
 Anticipate the
opposition.
 Negotiate as if it's for
someone else
JWL Association Management
Consultants 9

10. A tool for everyone to use
JWL Association Management
Consultants 10

11.  Be professional in appearance and action
 Cultivate your image: you aren’t one of ‘them’.
You have a separate profession.
 Get professional designations in association
management
 Market yourself (reports about meetings and
conventions, manager’s report to Board and
membership, Board and Committee meetings)
 Create an atmosphere of competence and
expertise
JWL Association Management
Consultants 11

12. Or, What to do
When the Phone Rings at Midnight
JWL Association Management
Consultants 12

13. I have to resign my job as your CEO. Immediately. I won’t be in
tomorrow.
JWL Association Management
Consultants 13

14.  Planned  Unplanned
JWL Association Management
Consultants 14

15. The Board of Directors must act
Quickly and
Confidently
to preserve the organization!
JWL Association Management
Consultants 15

16. Preparation Preparation Preparation
JWL Association Management
Consultants 16

17. JWL Association Management
Consultants 17

18. Go on record: the Board
is committed to a
smooth and orderly
transition in the best
interest of the
organization.
JWL Association Management
Consultants 18

19. Develop and approve a
checklist of
procedures. Store in
a readily available
place.
JWL Association Management
Consultants 19

20. The Board of Directors
should approve the job
description for the top staff
person on an ANNUAL
basis. Job descriptions
change. Keep it current.
JWL Association Management
Consultants 20

21.  From the perspective as a Board member, does the job
description reflect what you think the Executive Officer
should be doing?
 Are there responsibilities that you think should be
eliminated, changed or updated?
 Are there new ones that should be added?
 Are the current hours of work, benefits, work
supervision, dress code and terms of employment
appropriate?
JWL Association Management
Consultants 21

22. Compile the Succession
Book. Review it
annually. Keep it up to
date. Make sure
everyone knows where
it is!
JWL Association Management
Consultants 22

23. JWL Association Management
Consultants 23

24. The Temporary Successor
JWL Association Management
Consultants 24

25. Who can open
the door and
answer the
phone? Write
the checks? Be
up and
running in 3
days or less?
JWL Association Management
Consultants 25

26.  Who has authority to appoint the Interim?
 What is the acceptable time frame?
 Is there a candidate now for that position? If so,
do we have emergency contact information?
 Do we have any additional expenses covered in
a reserved fund?
JWL Association Management
Consultants 26

27. JWL Association Management
Consultants 27

28.  Minimize
confusion
 Move ahead
with
confidence
JWL Association Management
Consultants 28

29.  Accounting/financial
 Public speaking management
 Self-starter, takes  Good communication
initiative skills
 Honesty & integrity  Good writing skills
 Business/management  Program management
experience  Works well with people
 Volunteer Management  Organized -
Skills Punctual
JWL Association Management
Consultants 29

30.  Board of Directors?
 Executive Committee?
 Special Search
Committee?
 Who will be on it?
 What’s the Budget?
 Will we hire a search
professional?
 Are you familiar with
the NAR assistance
program?
JWL Association Management
Consultants 30

31.  Professional
Consultant?
 Pay for Interview
Expenses?
 Operations budget for
the Search
Committee?
 Overhead Expense?
 Put the projected budget
in writing!
JWL Association Management
Consultants 31

32. • Know what you’re
paying now.
• Know what the
competitive
marketplace is offering.
• Revise this regularly
• Include every thing:
wages benefits, moving
costs, car allowance,
insurance, other perks.
JWL Association Management
Consultants 32

33. Who Who
Who Who
Negotiates Makes the
Conducts Authorizes
the Final
the Search? Expenses?
Contract? Approval?
JWL Association Management
Consultants 33

34. JWL Association Management
Consultants 34

35. Governing Documents
•Bylaws, Articles of Incorporation,
Charter
Tax Documents
•Letter of Determination, 990s,
Employer ID number, Sales Tax
Exemption Certificates
JWL Association Management
Consultants 35

36. Financial Institutions List
•Latest Check Signing Resolutions and
Instructions on how to change them
Contact List
•Who to contact and how, including
media
JWL Association Management
Consultants 36

37. Locations of Important Files
• Membership Records, Blank Checks, Bank
Statements and records
Records of Passwords for Secured
Sites
• Online banking, vendors
JWL Association Management
Consultants 37

38. Staff Organization Chart
• Including what the Organization chart
would look like should the chief staff
person leave….
Latest Copies of the Strategic Plan
• Updates to the Strategic Plan, and Current
annual work plan
JWL Association Management
Consultants 38

39.  Dates for major events and programs
 Annual Meeting Date
 Budget Date
 Fiscal Year
 Elections
 Employee Reviews
 Tax Reporting
JWL Association Management
Consultants 39

40.  Succession planning should not be rushed. It is
much better to have discussions about
executive succession in the cool reason of a
planning session than in the heat of an
executive crisis.
 Succession planning is an opportunity for the
Board to inventory its current direction and
strategize the organization’s future.
JWL Association Management
Consultants 40

41. Strategic Planning
Capacity Assessments
Leadership Training
Individual Coaching for AEs and Leaders
JWL Association Management
Consultants 41