Organizing you Chapter for Success

1. Organizing you Chapter for Success How to exploit strengths and eliminate weaknesses of your local chapter LT Dan Hammer, DC, USN, 2010-11 District 11 Trustee Mike Pappas, District 6 Trustee

2. "Change is the only constant."
 -Heraclitus How is the world changing?

3. Where are we going • Leading vs. Managing change • Kotter’s 8-Step process for Leading Change • Case examples at chapter level • Small group breakouts to begin evaluation of your own chapter using models discussed

4. CHANGE:PROCEED WITH CAUTION • 70% OF CHANGE INITIATIVES FAIL WHY?

5. Leading vs. Managing Change Leading • Strategic thinking • Build alliances • Inspire a vision • Remove obstacles • Align stakeholders • Spark innovation Managing • Set goals • Control creativity • Implement processes • Monitor performance • Establish budgets

6. Leading Change • Establishing a sense of urgency • Creating a guiding coalition • Developing a change vision • Communicating the vision for change

7. Leading Change • Empowering broad-based action • Generate short-term wins • Never let up • Incorporate change into your culture

8. Step 1: Create a Sense of Urgency • True vs. False Urgency • How to battle complacency

9. Step 2: Creating the Guiding Coalition The Four Qualities of an Effective Guiding Coalition 1. Position Power 2. Expertise 3. Credibility 4. Leadership

10. Step 3: Developing a Change Vision • Characteristics of effective visions: • Imaginable • Desirable • Feasible • Focused • Flexible • Communicable

11. Step 4:Communicating the Vision To ensure as many people as possible understand your vision, you must make the vision… Simple Vivid Repeatable Invitational

12. Step 5: Empowering Broad-Based Action Removing as many barriers (structural and managerial) as possible and allowing people to do their best work

13. Step 6: Generating Short-term Wins Creating visible, unambiguous success as soon as possible

14. Step 7: Don’t Let Up! Consolidate gains and produce more change

15. Step 8: Make it Stick! Anchoring new approaches in the culture for sustained change

16. Ohio State: A model for change • Chapter had no real leadership structure • Initiatives and resources were not utilized to fulfill a vision • A few individuals did all of the work • No urgency!!

17. Focusing our efforts • Step one • Defined the vision “to be the best ASDA chapter in the country” • Simple • Flexible • Focused • Repeatable

18. How to get there • Created a formal leadership structure • Defined positions, procedures, and their responsibilities • Executive council (elected) • Committee chairs (appointed) • Committee members (appointed) • Each EC member was responsible for 3-4 committee chairs • Initially each leader was selectively recruited

19. Ohio State: Creating Urgency • Defined why the chapter’s success mattered • Cited real life issues facing students today • Earned the student body’s trust • ASDA is the expert on issues facing students and the dental profession • Sustained urgency through effective communication

20. Starting Small • Outlined short, mid, and long term goals • Each initiative was intended to create membership value • Focused on building a sustainable model one initiative at time • Sustainability!!! • Enhanced events we did well • Eliminated those that did not serve the chapter’s vision • Added events one at a time

21. Facilitating Success • Worked with school administration • Cultivated Ideas • Collaboration

22. Communication • Every member must be aware of ASDA’s activities • Documentation • Write ups following events disclosing details for planning and execution • Spread the word • One on one interactions • Tell your friends • Class announcements