effective workgroups

2012 ©All Rights Reserved

Roger Turcotte and Co. LLC

Effective Committees and Work Groups

2012 NAR Association Executive Institute

Presented by:

Roger Turcotte, CBR®, CDEI, DREI, GRI

Effective Committees and Work Groups – 7 Keys to Success

[email protected] 1 www.rogerturcotte.com

1. Every time a group of volunteers comes together they must have:

→→→→ Specific task(s) with measurable goals

→→→→ Clearly defined level of authority that accompanies each task

2. The following factors must be addressed whenever work is assigned to volunteers:

→→→→ OUTCOMES – what have we been asked to do? (see appendix B)

→→→→ AUTHORITY – what are the limitations of our assignment?

→→→→ TIMELINE – when do we need to have the task(s) completed?

→→→→ RESOURCES – what money, staff, and volunteers do we have to work with?

→→→→ COORDINATOR – board of directors or an individual on the leadership team?

3. Everyone on a committee/work group must be heading in the same direction

→→→→ Whenever possible, outcomes must be measurable

Aspiration: Improve the attendance at association events

Measurable goal: Every member attends at least 1 event per year

Aspiration: Improve RPAC donations

Measurable goal: 75% of members participate in RPAC

→→→→ Volunteers need to understand the goals when they are recruited

→→→→ Members need to know how their work will benefit the members (value)

→→→→ When a volunteer is staying on a committee from a previous year he or she must

commit to the work that has been assigned for that year, move to another

committee, or take a break for a year or so.

→→→→ Tasks must be defined in writing.

4. A work group should never exceed its authority level, and a board of directors MUST

respect the authority level that it has given to a work group.

Notes

Key #1 – Defining the Work



.

1. A strong partnership must exist between a team leader and his or her staff representative

→→→→ Leader is responsible for building a high performing team, and for communicating

with his or her coordinator (president, board of directors, CEO).

→→→→ Staff partner provides resources; coordinates with other staff members; and

provides guidance/advice as required or when requested.

2. Suggestions for building a high performing team

→→→→ Leader MUST have the skills necessary to create and maintain a team

environment

→→→→ Recruit the right members rather than having an ‘open enrollment’ period

→→→→ A collection of capable individuals does not always produce a capable team

→→→→ Not everyone functions well in a team environment

→→→→ Attention to ‘process’ is as important as attention to ‘task’

→→→→ Every member of a team must feel respected and valued by the other members

→→→→ Whenever possible, a group should use consensus rather than majority vote

→→→→ It’s more important to be a highly skilled team leader than a subject matter expert

→→→→ Four phases of team development – storming, forming, norming, and performing.

Notes

Key #2 – Building a Great Team



1. Getting ready for the meeting

→→→→ Team leader and staff partner define the outcomes of the meeting

→→→→ Ask the question ‘what would happen if this meeting wasn’t held’?

→→→→ Develop an agenda that provides topics, time segments, identifies which items are

for discussion only and which items will require a vote.

→→→→ Provide participants with the material that they need to read prior to the meeting

2. Skills that a facilitator must possess

→→→→ Confident, organized, in control of the process

→→→→ Manages "process" rather than getting caught up in the discussion

→→→→ Enforces the meeting guidelines that the group has adopted under the ‘norming’

phase

→→→→ Never forces an outcome that he or she thinks is best

→→→→ Deals with ‘problem’ members when necessary

→→→→ Understands the difference between being a facilitator and being a dictator

→→→→ Maximizes the potential of the team

3. Characteristics of a great meeting

→→→→ Everyone focuses on serving the best interest of the association members

→→→→ Meetings start on time and end on time

→→→→ Attendees speak to a motion or a proposal and not to a person

→→→→ No individual is allowed to control the meeting

→→→→ Late arrivals wait for the next item on the agenda before joining the meeting

→→→→ Agenda is followed and outcomes are achieved

→→→→ There is an obvious sense of respect between the participants

→→→→ People only speak when they have something new to contribute

→→→→ Every meeting is evaluated by attendees – Appendix C

→→→→ Leader and staff partner conduct an ‘after meeting’ assessment with focus on the

value to attendees and value to the association’s members (was the meeting

worthwhile?) – Appendix D

Key #3 – Making Meetings Work

Meetings conducted via conference calls or video conferencing

require special skills on the part of the facilitator and specific

meeting protocols for attendees.



"If you want something done right, do it yourself" is an often used but highly impractical operating principle.

In order to be an effective volunteer leader, it is critical to delegate as many tasks as possible to the others.

The following are the basics steps that a leader should follow when delegating authority:

→→→→ Define the standards for a satisfactory outcome

→→→→ Provide the person/group with the resources and information needed to perform the task

→→→→ Allow the person/group create the specific methodology

→→→→ Define the authority level

It is very difficult for a leader to watch another person take a different course of action than the one the

leader would have used in a similar situation. However, the leader should only get involved if there is

concern that the plan of action will create liability for the association and/or fail to meet the desired goal.

Avoid "Cloning"

It is important that team members feel free to attack an issue in a way that they feel will yield the best result.

Effective leadership tactics are:

→→→→ Recognize that there are multiple ways to meet a goal

→→→→ Compliment people when they succeed

Key #4 – Delegating Authority

A team becomes stronger when the leader enables

others to have input into decisions and to take

a participative role in group activities.



Levels of Authority

As with all issues related to the question of delegation by a leader, there are degrees of empowerment or

authority that can be utilized. When deciding how much authority will be given to a task force or

committee, two factors should be considered:

→→→→ The capability of the group to perform the task

→→→→ The seriousness of the consequences if the group fails to achieve the desired outcome.

Level 1: Develop, evaluate and prioritize strategies that will achieve the desired outcome

→→→→ Determine effective methods of achieving the desired outcome.

→→→→ Evaluate advantages and disadvantages of each method

→→→→ Prioritize alternative methods

→→→→ Present report to the board of directors

Level 2: Take action after receiving prior approval

→→→→ Determine effective methods of achieving the desired outcome.

→→→→ Select best alternative

→→→→ Create implementation plan

→→→→ Present plan for approval before implementation.

Level 3: Take action without prior approval

→→→→ Make decisions and take actions, within established guidelines, without prior

approval of the board of directors.

Notes

REMEMBER

Respect the authority that you have delegated to others.



1. Problems can arise when a leader:

→→→→ Fails to understand the role of a leader

→→→→ Is unwilling to support team decisions

→→→→ Forces pre-determined outcomes at meetings

→→→→ Ignores the strategic plan / team goals

→→→→ Believes that staff members are employees rather than partners

→→→→ Lacks the skills required to lead effective meetings

2. Addressing a problem situation:

→→→→ Advise your direct supervisor of the situation and decide whether the situation

should be addressed. If the answer is ‘yes’, determine the best ‘next step’.

→→→→ Association president should always be advised of a problem situation unless the

president is the problem.

→→→→ Select the best person to speak with the leader – current president, past president,

CEO, staff partner, or a friend who serves on the committee / board.

→→→→ Focus on the problem that is being created by the leader’s behavior such as

frustrating volunteers; restricting input at meetings; making committee members

feel that their work doesn’t matter

→→→→ Avoid discussing personality trait(s) that create(s) the problem

→→→→ Making the leader aware of the situation may be the only thing that can be done.

→→→→ Refer to conflict resolution model – Appendix E

3. Ways to avoid problem situations from developing:

→→→→ Select leaders who are trained and have demonstrated their ability to lead

effectively

→→→→ At the beginning of the year have a discussion about the importance of open

communication between volunteer leaders and staff members.

→→→→ Meeting evaluations provide an opportunity to discuss ways that a leader can

improve his or her performance

Key #5 – Dealing With a

Weak Team Leader



1. Suggestions for recognizing and rewarding volunteers

→→→→ Find reasons to say ‘thank you’

→→→→ Thanksgiving card – ‘thank you for helping our association’

→→→→ National Volunteer Week – April 15 – 21, 2012

→→→→ Respect them; listen to them; empower them

→→→→ Publicize their work in their local newspaper and on social media

→→→→ Display a picture collage of volunteers in action at member events; facebook etc.

→→→→ Offer them valuable training – leadership, communication, conflict resolution

→→→→ A framed quote on volunteering for the member’s office

→→→→ Celebrate successes

→→→→ Invite to local/state/ national REALTOR® events

→→→→ Posters in meeting rooms ‘We succeed because of our volunteers’

→→→→ Publicize the results of work accomplished by volunteers

Volunteers May Not Remember The Things That You Have Given Them

But They Will Never Forget How You Made Them Feel.

2. Exit interviews

→→→→ It is important for an organization to know how their members feel about

volunteering.

→→→→ Exit interviews can be in the form of a questionnaire or a face to face interview.

→→→→ It is important that the information gathered from an exit interview is acted upon.

∼∼∼∼ What is your main reason for leaving?

∼∼∼∼ Were the meetings that you attended worthwhile?

∼∼∼∼ Did you benefit personally from your volunteer assignment?

∼∼∼∼ Did you receive adequate staff support in your role?

∼∼∼∼ Did you receive adequate training in your role?

∼∼∼∼ How can our association improve the volunteer experience in the future?

∼∼∼∼ Would you encourage others to volunteer for this organization?

∼∼∼∼ Reason for leaving? Job accomplished; Didn’t feel welcomed; Didn’t feel well

utilized; Other time commitments

∼∼∼∼ Please rate your overall volunteer experience (1 being not fun; 5 being great)

Key #6 – Recognizing and

Rewarding Volunteers



1. Selecting and mentoring leaders must be an on-going activity

→→→→ Members who are currently serving as leaders in other volunteer organizations.

→→→→ Members who served as leaders in previous employment situations

→→→→ Assign a member of a committee / work group a task that requires him or her to

display some leadership traits

→→→→ Send potential leaders to leadership training and evaluate their performance

2. Minimum skill sets require:

→→→→ Team leader:

∼∼∼∼ role of the leader

∼∼∼∼ meeting management

∼∼∼∼ conflict resolution

∼∼∼∼ team building

∼∼∼∼ consensus building

→→→→ Board member:

∼∼∼∼ importance of being a steward leader

∼∼∼∼ strategic planning

∼∼∼∼ problem solving

∼∼∼∼ recruiting and retaining volunteers

∼∼∼∼ selecting and mentoring leaders

∼∼∼∼ communicating with members

3. Resources

→→→→ NAR REALTOR® Leader Programs L200 and L300

→→→→ NAR leadership academy

→→→→ Joint training programs with non-profits in your area such as the home builders

→→→→ REALTOR.org

Key #7– Training Future Leaders

The future success of your association

depends on training tomorrow’s leaders today.



1. Review your association’s governance model and review your need for standing

committees.

2. Convert committees to working groups wherever possible

3. Develop a charter that specifies the outcomes and measurable goals for every committee /

work group that you have in place

4. Conduct a training program for all of your meeting leaders to insure that they possess the

minimum skill sets defined in this program.

5. Establish the practice of evaluating meetings – participants and staff partner

6. Senior staff and senior leadership should meet to identify any weak team leaders that may

need immediate assistance.

7. Discuss the benefits of ‘exit interviews’ with your leadership team

8.

9. _____________________________________________________________________

10. _____________________________________________________________________

Notes

When You Return From The Institute . . .



APPENDIX A

Factors that can help you decide whether

to use committees or work groups

1. Governance models should be reviewed

http://www.realtor.org/aecmodel.nsf/pages/home?opendocument

Administrative model

→→→→ Staff will efficiently administer association business.

→→→→ Relies on significant volunteer involvement both for virtually all association

decisions and some logistical details, as well as working relationships with other

service organizations.

Management model

→→→→ Staff will possess a proficiency in managing and communicating legal, regulatory

and business issues impacting the association and will effectively manage

association business.

→→→→ Relies on volunteer involvement for much association decision making and

participates in working relationships with other service organizations.

Leadership model

→→→→ Staff will possess expertise and provide leadership in legal, regulatory and

business issues impacting the association and will transparently manage

association business.

→→→→ Relies on volunteer input and strategic partnerships and initiates working

relationships with other service organizations.

2. Define the type of work that needs to be done

→→→→ Provide on-going services

→→→→ Special assignment

→→→→ One time event or annual event

3. Working groups are often times a better alternative

→→→→ More focused

→→→→ Easier to recruit volunteers (shorter time commitment; defined value to members)

→→→→ Opportunity to mentor and assess future leaders

→→→→ Allows staff to match ‘talent to task’

→→→→ Minimizes unnecessary meetings

→→→→ Reduces staff administration requirements



APPENDIX B

Work Group Charter (SAMPLE)

Name: Leadership Task Force

Task force leader:

Situation: Local associations rely heavily on their local leaders to have the knowledge and

skills required to ensure that REALTOR® members receive the highest level of service from

the national, state and local REALTOR® associations. Most local associations do not have the

resources necessary to adequately train and support their volunteer leaders.

Definition of Outcome:

→→→→ Determine what challenges local associations are encountering in trying to select,

train and support their leaders.

→→→→ Determine the skills that are required for local leaders to serve their association

effectively.

→→→→ Develop a report that outlines the strategies that our association can implement to

improve the support that it currently provides to local associations in the area of

leadership development and support.

Authority level: Research and report. Task force does not have implementation authority.

Timeline: Report of the task force will be presented to the Executive Committee no later than

(insert date)

Available resources: staff support for meetings and administration

Coordinator:



APPENDIX C

MEETING EVALUATION TOOL (GROUP)

How to Use: Use this tool when a group is newly formed. Post outline on flipchart in back of

meeting room. At the end of the meeting ask participants to place a checkmark on the scale that

demonstrates their feelings about the meeting. Review ratings and determine if meeting processes

need improvement.

Rate the Meeting

Date: ____________

My feeling about today’s meeting:

POOR EXCELLENT



APPENDIX D

MEETING EVALUATION (To be used by staff partner and meeting leader)

Reviewed Agenda: ______________________________________________________

Kept meeting on track: ______________________________________________________ ____________________________________

Managed annoying behavior: ______________________________________________________

Avoided influencing the outcomes:

Encouraged Participation of all Members: ______________________________________________

Supported All Viewpoints: _______________________________________________________

Other: _______________________________________________________________________ ____________



APPENDIX E

A Conflict Resolution Model

The first step in the model is to develop the initial statement framing the issue. Once you have started the

discussion that way, the subsequent conversation can utilize a variety of techniques as you attempt to

negotiate a mutually agreeable resolution. The key steps follow:

1. Deliver The Framing Statement

→→→→ Describe the Behavior: Clearly and specifically describe the non-helpful/problem behavior the

other person has been displaying.

→→→→ Express the Impact: Describe the impact of the behavior

→→→→ Specify the Changes Needed: Clearly and specifically describe the behaviors that are needed

to resolve the situation.

→→→→ Outline the Benefits: State the rewarding consequences to a person, a committee, or the

organization if the behavior changes occur, specifying what you are willing to do to assist.

2. Listen To Their Response

→→→→ Actively Listen: “If I understand, your thought is…", "It sounds like you feel that…", "These

seem to be the key ideas you have expressed…"

→→→→ Inquire: "Tell me more about why you feel that way", "What exactly happens when I (we) do

that?"

→→→→ Legitimize their viewpoint: "Maybe you're right", "You might have a point".

→→→→ Acknowledging Error, Viewpoint, or Feeling (if appropriate):"You are right, I (we) made a

mistake on that, and I'm sorry", "You are partly right…there is some truth to what you say.", "I

can understand how you might feel that way."

3. Offer Solutions

→→→→ Hopefully, at this point the groundwork has been laid for a give-and-take discussion leading to

a mutually acceptable resolution to the situation.

→→→→ Propose solutions, focusing on behaviors, and including commitments of what you are willing

to do as well as suggestions as to what the other person could do. Continue to listen actively.

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