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NASPA 2013 Leadership Conference

NASPA 2013 Leadership Conference Attended by Duane Parsons, President-Elect and Bob McFalls, Executive Director. LEADERSHIP CONFERENCE AGENDA . Board and Officer Liability: Tips for Success Jon Grether , COO for Pharmacists Mutual Insurance Company

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NASPA 2013 Leadership Conference

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  1. NASPA 2013 Leadership Conference Attended by Duane Parsons, President-Elect and Bob McFalls, Executive Director

  2. LEADERSHIP CONFERENCE AGENDA • Board and Officer Liability: Tips for Success Jon Grether, COO for Pharmacists Mutual Insurance Company • National Priorities and Elements of Effective Partnerships—a dialogue with national executives & chief elected officers • APhA: Tom Menighan, CEO & Matt Osterhaus, President-Elect • NCPA: Doug Hoey, CEO & Mark Riley, President-Elect • NACDS: Steve Anderson, President & CEO • AACP: Lucinda Maine, EVP & Peggy Piascik, President-Elect • Peggy Hoffman, CAE: “Critical Conversations on Leading Your Association”

  3. Distinguishing Responsibilities Governance: Volunteer leaders are responsible for the direction of the organization, focusing on governance, policy making, and setting a course for the future. Staying inside the role: maintain focus on the mission and strategic goals to avoid micro‐managing management. Management: Staff, led the by the CEO, is responsible for the administration of the organization and implementing the decisions of the governing body. Staying inside the role: maintain focus on advisory and contributory role to the board to support the board in governing.

  4. Critical Conversations on Leading Your Association • Conversation 1:What’s unique about the association model and how does it define the volunteer leader role? • ƒHow is the association model different? • What does it mean to focus on a member‐centered vision and mission? • What are the roles and responsibilities of the Board and the CEO? • How can we live the Strategic Plan?

  5. Critical Conversations on Leading Your Association • Conversation 2: What strategies can we use to work in partnership? • ƒWhat critical skills are essential for the Board and State Exec? • What does it mean for the board to be engaged? • How can we build an effective partnership between the board and CEO/staff? • ƒ

  6. Critical Conversations on Leading Your Association • Conversation 3: How do we prepare for what’s next? • How can we juggle the multiple horizons that the board must work within: today, this year, the next 2‐5 years? • What are the key trends in volunteerism and member engagement that are – and will – impact our associations? • What does it means to plan for the future? • How can we adjust for the shifts in volunteerism and member engagement?

  7. How can you live the strategic plan?

  8. The Board’s Vision Test – Four Sights (from The Governing Board, ASAE 2013)

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