ISA District 3 Leadership Conference

1. ISA District 3Leadership Conference Presented by ISA Staff: Patrick Gouhin, Executive Dir. & CEO 21 September 2012 Orlando, Florida

2. Agenda • The Value of ISA • Complexity • Unique DNA for IMOs • Leading versus Managing • Trust in Governance • Culture & Innovation • Motivate to Engage • Staff/Volunteer Relationships (who does what) • Four Cornerstones of Success

3. My Goals for the Next1,8,72 hours… 1.) Gain/impart a better understanding of challenges we face, progress we are making, and plan forward 2.) Give an enhanced sense of pride to members in belonging to ISA 3.) Leave you with a sense of responsibility to engage and be part of the solution - "I Can Make A Difference"mentality 4.) Increase positive energy toward ISA and the profession 5.) Impart a sense of comfort from knowing the future will be brighter than the recent past This is YOUR time…what are your goals?

4. The value ofSETTING AND USING STANDARDS

5. The value ofADVANCING SKILLS

6. The value ofMAKING CONNECTIONS Source: www.evs-islands.com

7. The value ofTECHNOLOGICAL PROGRESS

8. The ISA Value Proposition Commitment: An organized focus on Advancing the Careers of Automation Professionals while concurrently Building the Profession of Automation. CommunityNetworking & Personal Benchmarking through and with enjoyable shared experiences that enhance my confidence and standing amongst my peers. ISA Member’s Actual Experiences “Brand” Content: Promotion of all that is the Automation Body of Knowledge. * Modified from 2011 CESSE Leadership Forum conducted by Tecker & Associates

9. Relative Nature of Big vs. Small • ISA only has • $10 million in annual sales • 50 employees • 30,000 members • 135 sections around the world • 17 technical divisions • 1,000 products • 300,000 customers and prospects • Outreach hitting 1.2 million people per year • ~30 Society-level governance committees • ISA is NOT the typical $10 million, 50 employee, mom and pop business • ISA IS a very complex organization that has a large footprint around the world and can be difficult to understand

10. Adding to the complexity… • Imagine a business where the owners, the workforce, and the customers are all the same people!! • That’s an Individual Member Organization (IMO)…or ISA!

11. How Things Get Done?(We can’t leave this perception!) • http://www.youtube.com/watch?v=QYTR280ji4g&feature=related

12. Board Responsibilities • Set organization Direction • Ensure necessary Resources • Provide Oversight Taken from 2011 CESSE Leadership Forum conducted by Tecker & Associates

13. Leading vs. Managing • A true partnership between professional staff (managing) and volunteer leaders (leading) • Leaders looking for high level patterns arising from strategy – continuous high level thought on “the what” • Both looking for short term conditions and trends • Validation of the environment • Positioning of the organization against the environment • Staff – Applying personal, process, and functional competencies* • Board – Defining what will constitute value & ensuring it’s being received* * Taken from 2011 CESSE Leadership Forum conducted by Tecker & Associates

14. Leadership Values Agreement Adapted from the International Fire Chiefs Association The following agreement has been developed to establish a continuity of leadership between the elected officers and the association’s staff. We recognize the importance that leadership continuity and communication has on the future of our association. • We will be aware of how our decisions and actions affect others and will consult with the other leaders who might be affected before taking any significant action or decision • We will utilize the strategic plan as our guiding document • We will be respectfully open, direct, and truthful with our ideas and opinions; and we will respect and maintain the confidentiality of specific issues or situations • If confronted, we will listen; we will try not to be defensive, but will work to resolve the issue • As we each strive to meet our personal goals, we will try to not do so in a way that sacrifices meeting organizational goals • We will conduct ourselves professionally and respectfully at all times • We agree to share mutual respect and understanding of our different roles and responsibilities • We will agree and disagree on particular subjects without personalizing the issues • We will cooperate and focus our energies on setting directions and providing strategic thinking as we lead the association • We will encourage everyone to resolve issues at the lowest possible levels through the established chain of command • We will assure that decision making is based on quality and factual information so that our decisions and programs have a timely impact on our membership • When encountering an association or staff member demonstrating undesirable behavior, we will stop and correct or clarify the issue or behavior to avoid silence from being interpreted as agreement • We will support programs or policies when implemented regardless of personal feelings giving every policy and program the best chance to succeed • We will expect to have a good time as we work together Committee Chair___________________ Date: Staff Liaison __________________ Date:

15. How Things Get Done?(No Holding Up or Being Held Up!) • http://www.youtube.com/watch?v=YNmZ8bqkXvw&NR=1&feature=endscreen

16. Trust in Governance When the process of governance is viewed as credible, members view the process by which decisions are made as one based on rationality, not on political power; the reasonable use of information gathered from a variety of sources. When the process is viewed as legitimate, members believe that all of the views of all the important voices were part of the conversation that led to the judgment. Taken from 2011 CESSE Leadership Forum conducted by Tecker & Associates

17. Culture Eats Strategy for Breakfast(You Influence the Culture of Today and Tomorrow) • External Forces • Trends • Economy • Demographics • Government • Perceptions • Historical Forces • Politics • Norms • Behaviors • “How we have always • done things” • Internal Forces • Staff • Governance • Process • Procedures • Customers Leadership Values Beliefs Behaviors • Organizational Culture • Informal Structures • Informal Leadership Processes • Performance/Outcomes • Attitudes • Productivity • Hiring • Allocation Of Resources Taken from 2011 CESSE Leadership Forum conducted by Tecker & Associates Culture: a set of shared beliefs, values, attitudes, behaviors and practices that characterize an organization.

18. Motivate to Engage Members • You can catch more flies with honey than you can with vinegar • For all of us, to be motivated and engaged… • Our effort must make a positive difference…or at least we must believe it will make a positive difference • Our effort must relate to an issue or topic that we care about • Our effort must be accomplished/performed in a positive setting • If we can motivate others with these three objectives in mind, we will expand the workforce and the membership base thus enhancing the overall body of knowledge and member experience • You ARE a critical cog in the wheel to make this happen!

19. Don’t be Thick!

20. Effectively Utilizing Valuable Time“One Riot, One Ranger” • Best contribution of Volunteer Effort is NOT being involved with the details of the events (food, signs/logos, pricing, etc.) • best contributions members can make are • assuring a great program, high quality PAPERS/SPEAKERS, non-commercial presentations, and valuable content (archival quality) • promoting ISA events to YOUR contacts (colleagues, vendors, suppliers, professional network) in coordination with staff • Recruiting speakers and attendees, we NEVER have too many of either • engaging participants at the event – both making them feel welcomed, and LISTENING to what is working or not for the participants

21. Some Actions Don’t Require Staff • It can be unproductive when volunteer leaders ask staff to resolve issues under the authority and responsibility of volunteer departments or committees • Examples include: • Volunteers asking for a variance to spend money that is not provided for in their approved budget • Volunteers asking staff to take action on issues of governance that are contrary to the MOP • Volunteers asking staff to take action without first complying with MOP procedure – i.e. planning symposia/district activities before getting approval from C&E Oversight Committee

22. Staff – Volunteer Relationships and Roles (Appendix J of Executive Board MOP) • ISA exists to serve its members and the profession in which they work. • ISA recognizes that the energy, dedication, and knowledge of its member volunteers are essential to fulfilling this mission. • ISA also recognizes that a second essential ingredient for success is the experience and technical expertise of its staff in the administration and operation of the Society and in the business of publishing, meetings, and other services and products delivered by the Society. • In order to fulfill its mission most effectively, ISA strives to maintain an appropriate balance between the roles of volunteers and staff. • This balance is one that recognizes the power of a partnership between staff and volunteers and that utilizes the strengths of each. • The emphasis is on assuring that the right things are done, that good decisions are made in a timely manner, and that Society operations are both responsive and flexible

23. Staff – Volunteer Relationships and Roles

24. Staff – Volunteer Relationships and Roles • In an effective partnership, the source of initiative and ideas doesn’t matter as long as the mission and goals of the Society are being effectively fulfilled. The ISA Strategic Plan is thus a key factor in assuring alignment between staff and volunteer work. In ISA, there are times when initiative and ideas will come from the staff; there are times when initiative and ideas will come from the volunteers. • When defining responsibilities, it is also essential to place accountability and authority with the responsible parties. • The ISA volunteers are thus accountable for, and have the authority for decisions on, matters related to policy, goals, and approval of plans. • The ISA staff are accountable for, and have the authority for decisions on, matters related to the financial/business aspects of the Society and the execution of the approved plans.

25. Staff – Volunteer Relationships and Roles • The volunteer-staff partnership culture of ISA has been and will continue to be a key element of ISA’s success. Maintaining, evolving, and improving on this culture is everyone’s responsibility. • ISA staff who are appointed to support an ISA work group (committee, council, board, task force, etc.) will be ex-officio, non-voting members of the work group, with all other rights and privileges of participation as ISA volunteer members of the work group. In addition to their responsibilities as a member of the work group, the ISA staff member will ordinarily also provide the administrative support to the work group.

26. Variables to Consider in Determining Staff and Volunteer Roles/Responsibilities • Information and Expertise - Who has the knowledge, information, and expertise needed? • Time - How much will be required and when? • Legitimacy – Functions/issues of a political nature usually require volunteer participation; volunteers may need to be involved if decisions by a staff member would not be respected or given legitimacy by the membership. • Resources Required - What will be most efficient? financial cost of internal or contracted staff compared to cost of volunteer involvement. Taken from 2011 CESSE Leadership Forum conducted by Tecker & Associates

27. Staff and Volunteer Leader Roles and Responsibilities • General Guidance • Organization • Executive Board and Committee • Department and District Boards • Executive Director and Staff • ISA Standards and Ethics

28. Volunteer Structure

29. Staff and Volunteer Leader Roles and Responsibilities • General Guidance • Organization • Executive Board and Committee • Department and District Boards • Executive Director and Staff • ISA Standards and Ethics

30. Responsibilities – Executive Director and Staff • Responsible for administering and reporting activities of ISA as directed by the Executive Board • Maintain and staff a business office to perform the functions delegated by the Executive Board, including but not limited to: • Maintaining membership records • Handling all receipts and disbursements of ISA funds • Maintaining financial records • Controlling expenditures in accordance with the annual budget and any special appropriations approved by the Executive Board • Making business arrangements for events sponsored by ISA

31. Responsibilities – Executive Director and Staff (Continued) • Managing preparation, production, distribution, and sale of ISA publications, educational products, and services • Providing administrative, secretarial, clerical, and mailing services to support ISA activities • Full Partnership with Volunteer Leaders in: • Strategic Planning • Setting Strategic Imperatives • Environmental scan with emphasis on business intelligence • Identification of opportunities • Risk assessment to set appropriate levels of experimentation and research & development of new products and services

32. Four Cornerstones of Success Smart people with the right skills who enjoy what they do and like the people they work with… Decision and work methods that fit organizational culture and are viewed as a model for others... Owners, customers and staff that respect and trust each other… An earned reputation for remaining relevant in a changing world… Modified from 2011 CESSE Leadership Forum conducted by Tecker & Associates

33. Leading Together • “One ISA” is a partnership • The challenges we face require immediate collaborative effort • In today’s world there is no more grace period for partners to get to know how one another