Executive Training Program
2007 Fall NLAE meeting Chicago, Illinois – The Allerton Hotel
Hosted by the Illinois Green Industry Association and the Illinois Landscape Contractors Association
Sunday, October 7, 2007 Optional activities
1) 8:00 a.m. Watch Rena Sumner & Sarah Woody Bibens run the Chicago Marathon **Grant Park on Columbus Drive
2) 2:00 p.m. Guided tour of Millennium Park - Dave Bender **Please register to reserve your space (Approx. 1-2 hours) meet in the lobby by 1:30 if you are interested in taking the tour, IGIA will provide refreshments at the end.
3) Several city attraction folders will be in your folder and noted on the internet closer to the program.
6:00 p.m. – 7:00 p.m. Welcome Reception – beer, wine and light appetizers served
compliments of the Allerton Hotel.
Dinner on your own Check your folder or with the concierge for dinner options 7:30 - 9:30 p.m. Board Meeting Monday, October 8, 2007 8:00 a.m. – 8:30 a.m. Continental Breakfast First Session: 8:30 a.m. - 8:45 a.m. Welcome 8:45 a.m. – 10:30 a.m. OVERCOME PROCRASTINATION: Master the Art of Doing it Now!
Rita Emmett Introduced by Donna Sheets
Thanks to Syngenta for again sponsoring our Keynote Speaker
Are you overwhelmed with all that you've been putting off? Is it almost impossible to get yourself going? Many people are constantly tired because of what they DO, but putting off what-you-know-you-should-do is usually more exhausting, more debilitating than hard work, right? If you can't find the time for this session, perhaps THIS is the session you need.
Rita Emmett, MS, is a Professional Speaker, a Consultant, and the Author of three books: The Procrastinator's Handbook: Mastering The Art Of Doing It Now, The Procrastinating Child: A Handbook For
Adults To Help Children Stop Putting Things Off, and The Clutter-Busting Handbook: Clean It Up, Clear It Out, and Keep Your Life Clutter-Free. Rita has spoken to groups such as AT&T, Mercedes Benz, and the National Kidney Foundation and has made over 100 radio and TV appearances, including The Today Show where she was interviewed by Katie Couric. Rita was once one of the world's greatest procrastinators! She received the National Business and Professional Women's "Woman of Achievement" award. Rita and her husband Bruce, spend many hours every year in two major fund raisers: one for the homeless, and the other for Loretto Convent.
10:30 a.m. – 10:45 a.m. Break 10:45 a.m. – 12:00 p.m. Productivity Roundtable Breakout
Room #1: Blackberry & Integration of your Electronic devices: Dave Bender & Craig Regelbrugge
Room #2: Clutter Busting To Reduce Your Stress: Rita Emmett 12:00 p.m. – 1:00 p.m. Lunch 1 p.m. - 1:45 p.m. Productivity Roundtable Synopsis
Moderated by Dave Bender Additional Clutter Busting discussion if time allows. 1:45 p.m. – 2 p.m. Discuss recent trade show meeting held in Boston, MA
Bob Fitch 2 p.m. – 3 p.m. STRESSBUSTERS: Handling Stress without losing your mind
Rita Emmett Stress ELIMINATION seminars simply don't exist. No matter what you do you WILL have stress in your life. Learn to manage it in a healthy way with fun and humor instead of letting stress leave you feeling fragmented, frantic or frazzled
3 p.m. Break 3:15 p.m. – 4 p.m. Business Meeting At-Large Board Member Election 4 p.m. Announcements & Adjourn 6 p.m. – 9 p.m. Group Dinner – House of Blues
Sponsored by the Illinois Green Industry Association Meet in the lobby by 5:30 for group walk to the restaurant. (About a 15 minute walk)
Tuesday, October 9, 2007 7:15 a.m. – 8:00 a.m. Continental Breakfast Second Session: 8:00 a.m. – 10:00 a.m. Board Orientation
Linda C. Ridge, OnPoint Solutions, Inc. Introduced by Pat Cassady Sponsored by Illinois Landscape Contractors Association
Innovations in content, and approach to board orientation and training. This will be an interactive, explorative session – discussing orientation and training in terms of new and proven techniques that improve board performance. Linda Ridge has worked in association management for more than thirty-five years in a variety of positions for both trade associations and professional societies. She began as an association staffer, serving in various division director positions and for two associations as chief executive officer. An association consultant since 1981, Linda is President of OnPoint Solutions, Inc. and is also President and CEO of its partner organization, Brutlag & Associates. Her background includes extensive organizational development experience with specialized expertise in governance modernization and operations retooling for associations.
10:00 a.m. – 11:00 a.m. Goodbye Neighbor - Bill Stalter Ben Bolusky 11:00 a.m. - 11:15 a.m. Break 11:15 a.m. – 12:30 p.m. Performance Evaluation for Association Directors and Staff Linda C. Ridge, OnPoint Solutions, Inc. Linda will review the latest trends and best practices for performance
evaluation systems. 12:30 p.m. – 1:30 p.m. Lunch 1:30 p.m. – 2:45 p.m. Your Three Top Legislative Issues
One issue person per association, two minutes per presentation (will be timed). If your issues have already been addressed by another state, note the issue briefly and continue to any new issues. After each state has given their presentation, we will allow 30 minutes for Q’s & A’s.
2:45 p.m. – 3:45 p.m. Strategies for Maximizing Your Fund-Raising Returns David J. Hanneman, Association Development Solutions
Competition for generating non-dues revenues is greater than ever before. Organizations taking a business approach to raising funds are creating new revenue streams and delivering enhanced member benefits. Whether your organization is large or small, established or emerging, join us to hear about adopting a strategy to maximize your fundraising returns.
3:45 p.m. – 4:30 p.m. Tips on Finding Grant Money and Writing Grants Sandy Yeatts 4:30 p.m. Adjourn A special thank you to the following sponsors who have made our meeting successful:
Allerton Hotel Illinois Green Industry Association Illinois Landscape Contractors Association Syngenta (who has sponsored the past 5 Keynote Speakers for NLAE)
1
Strategies for Maximizing Fundraising Returns
Strategies for Maximizing Fundraising Returns
2
Purpose and PayoffPurpose and Payoff
Purpose & Payoff
Explore the power of associations and reveal its relationship to fundraising
Position your organizations for success by identifying the critical components of a comprehensive fundraising program
Determine the state of your organization’s fundraising program and outline action plans based on your organization’s readiness
Purpose & Payoff
Explore the power of associations and reveal its relationship to fundraising
Position your organizations for success by identifying the critical components of a comprehensive fundraising program
Determine the state of your organization’s fundraising program and outline action plans based on your organization’s readiness
3
Environment
and animals
$6.60
2.2%
Foundations
$29.50
10.0%
Human
services$29.56
10.0%
International
affairs
$11.34
3.8%
Arts, culture,
and humanities
$12.51
4.2%
Public‐society
benefit
$21.41
7.3%
Unallocated
giving$26.08
8.8%
Health
$20.22
6.9%
Religion
$96.82
32.8%Education
$40.98
13.9%
Philanthropic Giving in USA 2006
Philanthropic Giving in USA 2006
TOTAL = $295 BILLIONTOTAL = $295 BILLION
4
Harnessing the power of Associations
Harnessing the power of Associations
Association Marketplace
More than 150,000 associations in the US
Annual budgets exceed $21B
9 out of 10 adult Americans belong to an association (i.e. – AAA has 43M members; AARP – 33M; YMCA of the USA – 17M, etc.)
1 out of 4 belong to four or more associations
Washington, DC is the hub with more associations (3,500) than any other city followed by Chicago and NYC (1,500 and 2,000 respectively)
Association Marketplace
More than 150,000 associations in the US
Annual budgets exceed $21B
9 out of 10 adult Americans belong to an association (i.e. – AAA has 43M members; AARP – 33M; YMCA of the USA – 17M, etc.)
1 out of 4 belong to four or more associations
Washington, DC is the hub with more associations (3,500) than any other city followed by Chicago and NYC (1,500 and 2,000 respectively)
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Harnessing the power of Associations (cont.)
Harnessing the power of Associations (cont.)
Association Marketplace
More people work for nonprofit organizations than for the federal government and all 50 state governments combined (8.6M vs. 6.8M)
Americans active in associations devote 175M annual volunteer hours
Membership education & training is the most common association function; followed by convention/meeting planning; information/data sharing via the Web or e-mail to fellow members and advocacy
Associations account for $70B or 2/3 of $105B US meetings business
Association Marketplace
More people work for nonprofit organizations than for the federal government and all 50 state governments combined (8.6M vs. 6.8M)
Americans active in associations devote 175M annual volunteer hours
Membership education & training is the most common association function; followed by convention/meeting planning; information/data sharing via the Web or e-mail to fellow members and advocacy
Associations account for $70B or 2/3 of $105B US meetings business
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Understanding Giving in Associations
Understanding Giving in Associations
What’s the same?
Giving makes donors feel good
Gifts often have a positive impact
New revenue invokes positive changes
Giving is directly related to asking (by leaders advocating a cause)
Recognition is appreciated
Donors often require quantifiable and measurable return on investment (ROI)
What’s the same?
Giving makes donors feel good
Gifts often have a positive impact
New revenue invokes positive changes
Giving is directly related to asking (by leaders advocating a cause)
Recognition is appreciated
Donors often require quantifiable and measurable return on investment (ROI)
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Understanding Giving in Associations (cont.)
Understanding Giving in Associations (cont.)
What’s Different?
Not traditional philanthropy – its business
Mutual benefit is key
Emphasis on changing an industry, not an organization
Gift levels are determined by position within the industry
Largest, most meaningful gifts come from those with largest stake in industry
Corporate gifts can come from multiple budgets – marketing, foundation, research, etc.
Companies want exposure and access to decision-makers
What’s Different?
Not traditional philanthropy – its business
Mutual benefit is key
Emphasis on changing an industry, not an organization
Gift levels are determined by position within the industry
Largest, most meaningful gifts come from those with largest stake in industry
Corporate gifts can come from multiple budgets – marketing, foundation, research, etc.
Companies want exposure and access to decision-makers
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How do we get there? Organizational Development
How do we get there? Organizational Development
© Copyright Association Development Solutions
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Fundraising StagesFundraising Stages
Organization Development Donor Relations
Planning Analysis Communications
Visioning Cultivation Stewardship
Goal Setting Annual Gifts Donor Guidance
Establishing Priorities Planned Gifts Accountability
ReportsCommittee
Recruitment Major Gifts Progress Review
Training Campaigns Impact Assessment
Building Measurements Recognition Planning
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Elements of Successful Fundraising Programs Elements of Successful Fundraising Programs
Case – research, scholarships, education programs, assets. How does it connect to the mission?
Leadership – internal & external. Do they share Vision?
Prospects – individuals or corporate. Can they provide necessary resources?
Plan – strategic and operational. Where is my
organization in its planning and readiness?
Case – research, scholarships, education programs, assets. How does it connect to the mission?
Leadership – internal & external. Do they share Vision?
Prospects – individuals or corporate. Can they provide necessary resources?
Plan – strategic and operational. Where is my
organization in its planning and readiness?
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The Great DivideThe Great Divide
Passive vs. Proactive Fundraising
Passive fundraising is internally executed offering limited returns. It detracts from volunteer ownership, stifles leadership growth and development and limits external investment in your association.
Proactive fundraising quickly provides assets or resources, identifies new leadership and volunteers, promotes and enhances member benefits, fosters external investment and drives the industry.
Passive vs. Proactive Fundraising
Passive fundraising is internally executed offering limited returns. It detracts from volunteer ownership, stifles leadership growth and development and limits external investment in your association.
Proactive fundraising quickly provides assets or resources, identifies new leadership and volunteers, promotes and enhances member benefits, fosters external investment and drives the industry.
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Philosophical ModelsPhilosophical Models
Revenue Stream
Passive Approach
Pro-Active Approach
Planned Gifts Web-site promotion & mailings
Committee advocacy & personal contact
Annual Gifts Direct mail (1%-2%) Pace-setting gifts
Special Events Staff executed Committee driven
Major Gifts Virtually impossible Personal solicitation
Grants Standard procedure Difficult to influence
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Benefits of Pro-Active Fundraising Model
Benefits of Pro-Active Fundraising Model
Fundraising becomes integral part of the culture
Opportunities are created for members to distinguish themselves
Significantly more revenue is generated
Organization secures resources to fulfill its mission of service
Fundraising becomes integral part of the culture
Opportunities are created for members to distinguish themselves
Significantly more revenue is generated
Organization secures resources to fulfill its mission of service
14
Comprehensive Development Comprehensive Development
Most successful groups integrate the processMost successful groups integrate the process
Major Gifts = Transformational
“BIG” Ideas
Annual Giving =
Operational
Planned Giving =
Endowment
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Traditional Revenue Streams Traditional Revenue Streams
Planned Gifts
• Wills
• Trusts
• Insurance – funded
Major Gifts
• Size varies by organization
• Multi-year commitments
• Specific initiatives
Renewable Gifts
• Direct appeals – annual, dues, etc.
• Special events
• Sponsorships
5%PlannedGiving
15%Annual Gifts & Events
80%Major Gifts
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Cycle of GivingCycle of Giving
A well-conceived, well- executed development plan is the key to achieving a renewable and increasing source of non-dues revenue. Careful attention must be paid to each step in the gift cycle in order to effectively utilize limited personnel resources and maximize outcomes.
A well-conceived, well- executed development plan is the key to achieving a renewable and increasing source of non-dues revenue. Careful attention must be paid to each step in the gift cycle in order to effectively utilize limited personnel resources and maximize outcomes.
17
Realities of Member GivingRealities of Member Giving
Consistent revenue stream
Predictable
Many associations use dues check-off -$50-$100
In established programs 10%-25% give
Dental association reaches 75%+
Typical gift is less than $1,000
Professional societies typically higher than trade associations
Consistent revenue stream
Predictable
Many associations use dues check-off -$50-$100
In established programs 10%-25% give
Dental association reaches 75%+
Typical gift is less than $1,000
Professional societies typically higher than trade associations
18
Realities of Member SupportRealities of Member Support
Number of active volunteers modest
Few do much; most don’t volunteer
Associations typically struggle to recruit a broad base of volunteer leaders and fundraising activities become staff driven (limited & less effective)
Volunteer leadership is the key to changing this culture
Recruitment campaign is first step in engaging right people
Number of active volunteers modest
Few do much; most don’t volunteer
Associations typically struggle to recruit a broad base of volunteer leaders and fundraising activities become staff driven (limited & less effective)
Volunteer leadership is the key to changing this culture
Recruitment campaign is first step in engaging right people
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Changing the CultureChanging the Culture
Be professional in your approach
Make it an enjoyable experience
State your objectives, based on real needs
Present realistic expectations
Offer a clear path to participation
Promote return on investment
Make it personal – peer to peer
Be professional in your approach
Make it an enjoyable experience
State your objectives, based on real needs
Present realistic expectations
Offer a clear path to participation
Promote return on investment
Make it personal – peer to peer
20
Fundraising RealitiesFundraising Realities
Most major gifts come from industry suppliers
Ninety percent (90%) of funds come from less than ten percent (10%) of donors
Leveraging your cumulative buying power can motivate transformational gifts
Leadership is paramount to success
Strategic sequencing creates helpful competition
Name leadership essential in capturing interest of the industry
Most major gifts come from industry suppliers
Ninety percent (90%) of funds come from less than ten percent (10%) of donors
Leveraging your cumulative buying power can motivate transformational gifts
Leadership is paramount to success
Strategic sequencing creates helpful competition
Name leadership essential in capturing interest of the industry
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Fundraising Roles of Board & Volunteers Fundraising Roles of Board & Volunteers
Advocate - vocal and visible supporters
Lead by example - 100% participation through giving
Ask Others to Support
Recruit other top leadership candidates
Advocate - vocal and visible supporters
Lead by example - 100% participation through giving
Ask Others to Support
Recruit other top leadership candidates
22
Steps to SuccessSteps to Success
It all begins with volunteer leadership
Prospect identification
Planned approach
Prospect cultivation
Personal request
Individual follow-up to closure
It all begins with volunteer leadership
Prospect identification
Planned approach
Prospect cultivation
Personal request
Individual follow-up to closure
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Association SupportAssociation Support
Craft an operational plan that promotes strategic initiatives to attain organizational goals that achieve the vision and fulfill the mission
Assist in defining the fund raising process
Offer volunteer orientation and training sessions
Provide the necessary tools to volunteer leaders
Statistical support and rationale
Definition of program and ROI
Materials and training
Deliver programs and services
Report on success to cultivate others
Foster good will through creative donor recognition
Craft an operational plan that promotes strategic initiatives to attain organizational goals that achieve the vision and fulfill the mission
Assist in defining the fund raising process
Offer volunteer orientation and training sessions
Provide the necessary tools to volunteer leaders
Statistical support and rationale
Definition of program and ROI
Materials and training
Deliver programs and services
Report on success to cultivate others
Foster good will through creative donor recognition
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Future TrendsFuture Trends
Synergistic Partnerships
Sustainable and Renewable Collaboration
Mutually Beneficial
Leveraging Strengths
Stewardship & Operational Delivery
Measurable Returns
Expected Outcomes
Proper Recognition
Synergistic Partnerships
Sustainable and Renewable Collaboration
Mutually Beneficial
Leveraging Strengths
Stewardship & Operational Delivery
Measurable Returns
Expected Outcomes
Proper Recognition
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SummarySummary
Associations are powerful agencies that can drive positive change within an industry
Association fundraising trades on different emotions and motivations than traditional Philanthropy
Volunteers need a plan, training, a strategy and the proper tools to effectively raise funds
Volunteer leadership is essential to effective fundraising
Associations are powerful agencies that can drive positive change within an industry
Association fundraising trades on different emotions and motivations than traditional Philanthropy
Volunteers need a plan, training, a strategy and the proper tools to effectively raise funds
Volunteer leadership is essential to effective fundraising
Leadership Development Trends
Presented by:Linda C. RidgePresidentOnPoint Solutions, [email protected]
©2006 OnPoint Solutions, Inc. All rights reserved.
Leadership Development
Two components
1. Training2. Orientation
Two different things – two different purposes
Trend: less orientation – more training
Training versus Orientation
Training covers role-context and provides skills– Best done in person & takes significant amounts of time– Provides the biggest payoffs to organizational success
Orientation provides organizational context and procedural understanding– Most of it can be conveyed off-site, in writing– With some in person time to highlight/elucidate things to
help them navigate the system
Why Training?
Volunteers rarely come to us as skilled governance experts
Many don’t excel at group dynamics either
Trained leaders make fewer hair-brained decisions
Volunteers are mostly bored by orientation– They hate meetings where they must listen to what they
could have stayed home and read
They are gung-ho for role and skills training– They consider it a value added experience
Training Content Favorites
Knowledge-based governance
Prioritization for resource allocation
Outcomes versus process focus
Critical thinking
Strategic decision-making
Consensus– When is it really necessary?– How do you build it when it is?– How do you move forward when it isn’t possible?
Communications dynamics and skills
Role specific skills– e.g. Group dynamics and meeting skills for incoming chairs
Newest Trend in Leadership Training
Leadership Institutes on the rise
– Formalized track of leadership training and experiences
– By invitation for emerging future leaders or by virtue of position
– Multiple course offerings on specific topics– Built in experiential components– Leadership training tracks to prepare
individuals for specific roles they want to play
Other Popular Training Approaches
Classes on specific topics where volunteers need the most help
– Topics depend on the association’s leadership issues/needs– Stand alone offering – half or full day– Voluntary or required for role eligibility– Often a session in conjunction with annual meeting or some
other large association event
Add-on 60 minute (or longer) skills training component as part of routine meetings
– Single skills building topic may occur over multiple weeks or months
Preferred Training Experiences
Most Favored Styles:– Role playing using real-world examples– Interactive exercises– Facilitated group discussion– Ask the experts sessions
Volunteers like them best
They show the greatest benefits in terms of practical, applied learning
Orientation
Organizational Context– The big picture and how the volunteer fits into it– Basics of how business gets done here
Favored approach– Do it in writing– Explain only nuances in-person– Use the rest of the in-person time for group
discussion of current issues and strategic status– Add a skills training component for added value
Orientation Content – Written
Formatted for fast intake and easy reference– Organizational charts – governance and staff charts– Bylaws– Strategic plan– Operating plan and budget– Procedural Manuals– Association governance cycle description and calendar– Association events master calendar– Contact lists (governance and staff)– Their governing unit’s master calendar– List of deadlines (e.g. reporting deadlines)– Their own job description – duties and responsibilities– Checklists– Samples of forms (like expense reimbursement requests)– Sample formats and templates (like report formats)
Orientation Content – In Person
Most Important/most valued – Facilitated group discussion– Strategic plan status– Current profession/industry issues update– Current financial issues/status update
Presented materials for context & understanding– The association governance system
Not what but how it works – how we get things done
Interrelationships and interdependencies of governing units
Importance of governance cycles and the volunteer’s individual role within them
– Volunteer accountability– Member-staff relationship
Role and responsibility delineations
Mutual partnership; reciprocal expectations
Pitfalls for Training and Orientation
Meetings for content I can take in by reading at home
Boring presentations – not enough interaction
Too much about organizational structure – not enough about issues
Too much what – not enough how
Let’s Talk Turkey
Your experiences (successes & horror stories)
Your leadership development challenges
Your questions (free consulting)
Performance EvaluationPresented by:Linda C. RidgePresidentOnPoint Solutions, [email protected]
© 2006 OnPoint Solutions, Inc. All rights reserved
What’s Out?
• Checklist management– Did it, checked it off the list
• Checklist performance evaluation– Doing is acceptable performance
• Once-a-year performance evaluations
What’s In? • Outcomes based performance evaluation
– Still considered the best approach– It’s no picnic: It takes time and effort but is
still considered the best approach because it provides big payoffs
• Focuses CEO and other staff members on what matters – successful association outcomes
• Increases objectivity in the evaluation process• Severely reduces both conscious and
subconscious “favoritism”• Documenting performance facts and outcomes
prevents legal problems down the road
Also In
• Periodic monitoring:– Performance outcomes review quarterly or
even more often• Increased likelihood of achieving desired outcomes
– Good for the association
• Allows course corrections before its too late– Good for the employee
– Annual outcomes review as basis for compensation adjustment
Making Two Links
1. Link individual achievement with organizational success
• Individual objectives flow from organizational objectives; Strategic Plan Goals/Objectives– Strategic outcomes the individual is accountable
for, in whole or in part– Usually CEO and higher level professional staff
• Programmatic Performance– Programs and activities for which the individual
has some role and outcomes accountability– Applies to all staff, just differently depending on
their job responsibilities
2. Link achievement with compensation
Planned Achievement• Treat individual performance much like
organizational performance– Individual Performance Objectives
• Established for the coming year• Defines outcomes to be achieved• Based on the association’s strategic objectives
and/or programs– Performance Improvement Strategies
• Suggest methods or steps for improvement• Include tactical evaluation: How well implemented?
When No Strategic or Operating Plan Exists: 1 – 2 - 31. Job description
– Each duty/activity in the job description is translated to a measurable outcome to be achieved for that duty/activity in the coming year
2. Special objectives– Non-reoccurring special activity or program
outcomes to achieve, in whole or part, during the evaluation year
3. Work style objectives– Behavioral characteristics desired; planned action to
achieve desired behavior and measures to determine success
Establish Performance Expectations Before Year Begins• For CEO’s performance objectives
– President and CEO collaborate on 1st draft– Mutually Agree to performance objectives
• Clear statements of outcomes to be achieved• Timeframes• Financial implications/impacts
– Board adjusts if necessary and approves• For association professional staff
– CEO and staff collaborate to develop– Both sign-off on objectives
Outcomes (Not To-Do Lists)
• Performance expectations stated as outcomes to be achieved
• Not this – measurable but vague:– Increase annual meeting attendance
• More like this – measurable and unambiguous: – Increase annual meeting attendance by at
least 1.5 percent over the next 3 years; 2008-2009-2010
“Scoring” Performance• Point Scoring facilitates objective evaluation.
Example:– Exceeded performance plan = 5 points– Achieved through corrective action = 4 points– Achieved as planned = 3 points– Partially achieved = 2 points– Not achieved or poorly achieved = 0 points
• You could also use point ranges for “degrees” of achievement:– 5.0 – 5.9– 4.0 – 4.9– 3.0 – 3.9– 2.0 – 2.9– 0.0 – 1.9
Programmatic Performance Scoring ExamplePROGRAM Exceeded
Plan5 points
Achieved throughCorrective Action
4 points
AchievedAs Planned
3 points
PartiallyAchieved
2 point
NotAchieved0 points
SCORE
Program name 5
Program name 3
Program name 4
Program name 5
Program name 2
Program name 0
Program name 3
Program name 5
Program name 5
Program name 4
Program name 2
Special Objective name 2
Special Objective name 5
Special Objective name 4
Total 14 Programs & Objectives
49
Add up total points earned. Add up total number of programs in the plan. Total points earned, divided by total number of programs & special objectives equals overall score. In the above example, 49 points divided by 14 programs equals overall score of 3.50.
Work Style Objectives ExampleCharacteristic Sought Plan of Action For
ImprovementDesired Outcome
Or Measure of Success
Scored Result
CooperationStability under pressureConsistencyDecisivenessDelegationOrganizationAccuracy
Work Style And Behavioral Objectives ScoringAction taken beyond that specified; specified result exceeded 3 pointsSpecified action taken; result achieved 2 pointsSpecified action taken, result not achieved 1 pointFailed take action; result not achieved 0 points
Using Both Objectives & Work Style
• If only a few work style improvements desired, add them and their points to the program/objectives list
• If there are more than a few style improvements, they could skew the review outcome– Reduce values for work style improvements– Example
• Action beyond that specified; result exceeded 1.5 points• Specified action taken; result achieved 1.0 point• Specified action taken, result not achieved 0 points• Failed take action; result not achieved 0 points
Performance Based Compensation
Exceeded Plan Maximum increase + bonus
Achieved through corrective action
Maximum increase; no bonus
Achieved as planned Standard increase; no bonus
Partially Achieved Minimum increase
Not achieved No increase
Overall Evaluation=Compensation Example
5.0 Exceeded performance plan overall
maximum increase + bonus
4.0 – 4.9 Achieved overall performance plan through corrective action
Maximum increase; no bonus
3.0 - 3.9 Achieved overall performance plan
Standard increase; no bonus
2.0 - 2.9 Partially achieved overall performance plan
Lower increase
0 – 1.9 Overall performance plan not achieved
No increase
Summary
• What’s Out?– To dos – checklist management and
performance• What’s in?
– Outcomes (objectives) based performance– Objectively judged – e.g. scored– Progressively monitored – periodically
throughout the year– Compensation tied directly to performance
Association Forum
of Chicagoland
10 South Riverside
Suite 800
Chicago, IL 60606
312-924-7000
312-924-7100 fax
www.associationforum.org
Employment Agreement for the Chief Executive Officer
Background
Employment agreements can benefit both the Association and the CEO and are
consistent with prudent, professional association governance. The CEO's position
responsibilities, employment conditions, and benefits differ from those of other staff
positions and thus warrant an employment agreement.
Because of the link that exists between staff leadership continuity and overall
organizational performance, it is in the best interest of the association to ensure
stability in the CEO position. In an employment environment where the association
competes with for-profit and not-for-profit organizations an agreement can help to
contribute to stability. More importantly, providing a degree of employment
protection through the agreement can mitigate the impact of organizational politics on
operational outcomes, encouraging prudent decision making and candid
communication between the CEO and the association's governing bodies.
A written employment agreement between an association and the CEO should clearly
set out the mutual expectations for the association-CEO relationship. It should clarify
the extent of and limitations on the executive's prerogatives and the actual
employment relationship, documenting those conditions and relationships for
governing bodies where volunteer members change regularly.
The agreement should clearly identify the relationship between the association and the
CEO, including the responsibilities each has to the other. Ideally, the CEO should
know what is expected in terms of responsibilities and performance, and the
association should have a clear definition of its obligations to the CEO.
Policy Position
The Association Forum of Chicagoland believes that every association should enter
into a written employment agreement with its CEO to define the employment
arrangement and clearly articulate expectations of both the CEO and the association.
Professional Practices
The following issues should be considered when developing a CEO employment
agreement.
Not every agreement provision described below will be appropriate in all situations,
and some matters not described below may be appropriate in particular
circumstances.
Legal Counsel Review. The association and the CEO should have their respective
legal counsel review the employment agreement.
Term of Agreement. The agreement may specify the term of employment and/or it
may simply provide that the agreement will continue indefinitely until terminated by
either party as provided in the agreement.
Duties. The CEO's duties and responsibilities should be set forth in the agreement.
The agreement may incorporate a separate job description and should refer to the
CEO's obligations under the association's bylaws, policies and procedures.
Work Location. It is advisable to specify the location of the CEO's principal work
location. Typical issues to address may include multiple offices, telecommuting and
association relocation.
Hierarchy. The agreement should clearly define reporting relationships and set forth
the extent and limitations of the CEO's authority.
Performance Evaluation. The agreement should provide for an annual evaluation
and establish review criteria, as well as establishing evaluation procedures. (For
additional detail, refer to the Forum's professional practice statement entitled
"Performance Evaluation for the CEO".)
Compensation and Benefits. The agreement should specify the compensation and
benefits to be provided to the CEO. In addition to salary, specified benefits may
include health, life and other insurance; vacation and other leave; bonuses and
incentives; deferred compensation and retirement benefits, professional memberships
and professional education, and others agreed to by the parties.
Conditions for, timing and types of salary increases and other compensation changes
should be specified in the agreement. These may include cost-of-living, merit and/or
performance-based increases. (For additional detail, refer to the Forum's professional
practice statement entitled "Performance Evaluation for the CEO".)
Death or Disability. The agreement should specify terms of how death and
disability will be addressed.
Termination. The agreement should contain provisions regarding the circumstances
under which the parties may terminate the agreement and the obligations of each with
respect to such termination.
Termination "for cause." The association should retain the right to terminate
the CEO "for cause"; e.g. actions by the CEO involving gross negligence, willful
misconduct or material breach of the employment agreement, or other grounds
agreed to by the parties. The agreement should include provisions for due process
in which the CEO receives prior written notice of the reasons for termination and
an opportunity to respond to them in a confidential hearing.
Termination "without cause." Either party should be permitted to terminate
the agreement without cause upon written notice to the other. The agreement
should set forth the length of notice that must be provided, as well as the rights
and obligations of each party during the notice period.
Severance. The agreement should set forth the circumstances under which the
CEO will obtain severance and the amount of severance that will be paid. The
agreement should provide the CEO with a minimum of one year's total
compensation (salary and benefits) upon termination by the board "without
cause," with the ability to accrue additional severance pay depending on the tenure
in the position and other contractual agreements. The agreement should also
provide the CEO with comprehensive outplacement services in the event of
termination, including assistance in career plan development and job searches, as
well as other terms specifically negotiated by the parties.
Rights and obligations following termination. The agreement should make
provision for each party's rights and obligations following termination (e.g. a
requirement to return association-owned equipment, keys, and documents,
confidentiality requirements, etc.).
Indemnification and other special insurance. The agreement should reflect the
association's agreement to indemnify the CEO for any liability and expenses arising
from the performance of his or her duties, except those involving gross negligence or
willful misconduct, within the scope of controlling law.
Non-compete and confidentiality agreements. Under certain circumstances it
may be reasonable for an association to include a non-compete provision in the
agreement. Any such provision must be reasonable in terms of both time and
geographic scope.
References
Samples of association CEO contracts may be obtained from the Association Forum of
Chicagoland. The Forum's Resource Library has sample contracts developed by several
law firms that specialize in association law and employment agreements.
The following are information resources that deal with association CEO contracts.
"Compare and Contract" by Steven Williams, ASAE Director of Industry and Market
Research. Association Management, April 2001
"Smart Contracts: What to Look for the Next Time Around" by Carole Schweitzer
Association Management, May 1999
"Give a Little, Take a Little" by Margo Vanover Porter. Association Management ,
April 2001
"Legal: Key Elements in Association Executive Employment Contracts" by Jerald A.
Jacobs Association Management, April 2000
"Rewards on the Rise" by Tracy Casteuble. Association Management , February 2000
Disclaimer
This Professional Practice Statement, developed by the Association Forum of
Chicagoland, is provided as a management tool for associations and individual
association executives, developed by experts in the industry, and recommended as an
effective means to achieve excellence in managing associations and other not-for-
profit organizations. The Association Forum of Chicagoland expressly disclaims any
warranties or guarantees, express or implied, and shall not be liable for damages of
any kind, in connection with the material, information, or procedures set forth in these
Statements or for reliance on the contents of the Statements. In issuing these
Statements, the Association Forum of Chicagoland is not engaged in rendering legal,
accounting, or other professional services. If such services are required, the services of
a competent professional should be sought.
Revised and Adopted June, 2003
Copyright © 2007 Association Forum. All Rights Reserved.
Association Forum
of Chicagoland
10 South Riverside
Suite 800
Chicago, IL 60606
312-924-7000
312-924-7100 fax
www.associationforum.
org
Evaluating the Performance of the Association Chief Executive Officer
Background
The performance appraisal process is an important tool for measuring the effectiveness
of staff leadership. Ensuring that performance expectations are achievable and mutually
agreed upon by both the board (or other volunteer group charged with this
responsibility) and the chief executive officer is central to the purpose of performance
evaluation, which should be an ongoing process that measures progression toward
attainment of performance goals. Most organizations function in an environment
characterized by limited continuity at the board level, which can exacerbate problems
arising from irregular performance appraisals. Whether or not there is good continuity,
conducting regular performance appraisals is imperative
Policy Position
The Association Forum of Chicagoland endorses the practice of assessment of chief
executive officer performance by the board at specified intervals throughout the year,
culminating with a formal, annual performance review.
The chief executive officer's performance evaluation should address the success of the
association in attaining its organizational objectives as well as the success of the chief
executive officer's personal and professional development goals. Performance goals
should always be coupled with objective and clearly stated measurement criteria
The process of collaboratively developing performance goals and measurement criteria
results in performance review criteria that balance the expectations of the governing
bodies with the executive's understanding of association management realities.
The annual performance review should use a process that enhances the working
relationship between the chief executive officer and the board and encourages an
ongoing, two-way communication of expectations and sharing of information.
Professional Practices for Executives
Collaborate with the board to develop the executive's performance goals and
measurement criteria, based upon the mission and goals of the organization.
Develop, in addition to activities designed to achieve the organization's goals,
personal and professional development goals, and secure the board's commitment
and approval for the pursuit of these goals .
Engage in periodic self-evaluation and offer self-appraisal to the board on these goals
at appropriate intervals.
Base personal performance goals and self-evaluation criteria on actions that further
the association's ability to achieve its organizational goals.
Maintain documentation adequate to ensure factual assessment of performance
based on pre-established goals and pre-determined measurement criteria, and make
that documentation available to the performance reviewers at appropriate intervals.
Professional Practices for the Governing Body
The association board should implement a performance evaluation process for the
executive officer. Criteria for that evaluation process should:
Include formation of a subset of the governing body to conduct the review.
Include a continuous process of performance monitoring and performance feedback,
which culminates in a formal, annual performance review, the results of which
should contain no surprises for either the reviewers or the chief executive officer.
Use collaboratively developed, clearly stated, achievable, and objectively measurable
performance goals and expectations.
Base performance evaluation on factual, objective, information, rather than
unsubstantiated opinions.
The process should include a mechanism for obtaining feedback from all relevant
parties.
Ensure that the CEO's performance appraisal is conducted within the context of
professional association management practices and the organizational culture
unique to the association.
Disclaimer
This Professional Practice Statement, developed by the Association Forum of
Chicagoland, is provided as a management tool for associations and individual
association executives, developed by experts in the industry, and recommended as an
effective means to achieve excellence in managing associations and other not-for-profit
organizations. The Association Forum of Chicagoland expressly disclaims any warranties
or guarantees, express or implied, and shall not be liable for damages of any kind, in
connection with the material, information, or procedures set forth in these Statements or
for reliance on the contents of the Statements. In issuing these Statements, the
Association Forum of Chicagoland is not engaged in rendering legal, accounting, or other
professional services. If such services are required, the services of a competent
professional should be sought.
Reference List
For additional information on this topic, the following resources are available:
Association Forum of Chicagoland Association Management Resource Library: Board Assessment of the Chief Executive: A Responsibility Essential to Good Governance, ASAE. Article: Executive Self-Assessment ASSOCIATION MANAGEMENT, November 2000 http://www.asaecenter.org/PublicationsResources/AMMagArticleDetail.cfm?ItemNumber=5503 Minnesota Council of Nonprofits: How do we evaluate the Executive Director? www.nonprofits.org/npofaq/03/11.html ASAE Executive Management Section ArticleCompetencies for Executive Management www.asaenet.org/sections/exec/article/1,2261,774,00.html Board Source book purchase: Assessment of the Chief Executive: A Tool for Nonprofit Boards By: Joshua Mintz, Jane Pierson:
http://www.boardsource.org/Bookstore.asp?Item=168 Sample Executive Evaluation forms from ASAE: http://www.asaecenter.org/PublicationsResources/modelslist.cfm?ItemNumber=26846
Revised and Adopted June, 2003
Copyright © 2007 Association Forum. All Rights Reserved.
Association Forum
of Chicagoland
10 South Riverside
Suite 800
Chicago, IL 60606
312-924-7000
312-924-7100 fax
www.associationforum.org
Leadership Development
Background
Changes to the world in which associations operate are creating challenges for
governing bodies (councils, committees, task forces, and project teams) never before
faced by the not for profit sector. The increasing complexities and challenges of this
rapidly changing world demand that association governing bodies be quicker to
respond, be more knowledgeable about the issues before them, and be prepared to
address the same issues their counterparts in for-profit entities face.
The cultural characteristics of the not for profit world created an environment for
associations that was relatively stable and largely protected from external threats.
Historically, association governing bodies have faced serious issues but their work was
largely conducted in environments that were somewhat insulated from
unpredictability, instability, and uncertainty about the future.
Today, that protective environment has largely evolved into a far different landscape.
Increasing competition with the for-profit sector and within the non-profit sector,
speedier electronic communications, and changing member demographics have
created a new world for associations. In this new world, association governing bodies
are faced with issues and decisions of such consequence that their preparation and
development is more critical to the association's future than ever before.
Policy Position
The Association Forum of Chicagoland believes that both staff and volunteer leaders
share in the responsibility of identifying and meeting the developmental needs of the
governing body and must work together to ensure that the governing body is
adequately prepared to meet the challenges of association governance.
The Association Forum believes every association governing body should (1) develop
or adopt a set of basic characteristics of effective governance; (2) engage in a formal
process to identify and develop association governance leaders; and (3) conduct
continuing efforts to sustain those skills and competencies.
Furthermore, the Forum believes that the professional staff must encourage a
transparent environment within the organization to allow for full accessibility to the
governance development process and provide the ongoing management support that
will ensure effectiveness of the governance development effort.
Professional Practices for the Governing Body
The association governing body should take a primary role in creating the mechanisms
that ensure continuous governance development.
Adopt a Set of Basic Characteristics of Effective Governance
To meet the developmental needs of the governing body, it is critical to first document
the characteristics of effective governance relevant to the organization. The list below
includes those that the Association Forum believes are important for effective
governance of all organizations and should be supplemented as appropriate by
governing bodies.
Understand and carryout the fiduciary and legal responsibilities of board
members.
Determine the organization's mission, vision and goals, measure progress toward
achievement of them, review and revise as necessary.
Assure that the organization's annual operational plan is developed within a long-
term context and therefore supports the achievement of its long-term goals.
Define, understand and adhere to the respective roles and responsibilities of the
board, volunteer committees, and staff, empowering each to perform and assess
the effectiveness of their duties.
Define the board's role, as a body and as individual board members, in speaking
for the organization whether that be to members, the general public, or to other
external entities.
Design and implement processes to assure active involvement of both the board
and management in association decision-making.
Welcome, encourage, and seek diversity of opinion.
Engage in succession planning for the chief staff position and assure that such
planning is being done for other executive management positions as these exist.
Maintain the integrity and confidentiality of proprietary information.
Establish a conflict of interest policy and reporting form and ensure strict
adherence to the policy and disclosure of potential conflicts.
Understand what motivates volunteers and encourage activities that celebrate
accomplishments and enhance enjoyment of the volunteer's experience.
Engage in a Formal Process to Identify and Develop Association
Governance Leaders
Another critical component of association governance development is the succession
of leadership. Association governing bodies have a responsibility to ensure the long-
term success of their organizations through a continuous succession of volunteer
leaders. The list below includes those efforts that the Association Forum believes are
important for all organizations and should be supplemented as appropriate by
governing bodies.
Guide the development and implementation of a process of evaluating the
competencies and divergent perspectives required of the organization's board
members. Recruit board members to fill identified gaps.
Balance the desire to retain knowledgeable, experienced volunteer leadership with
the need to infuse the organization with the ideas brought by new leaders. Assist
prior leaders in "letting go" and avoid the urge to continually use the same
volunteers.
Ensure the development of a process to identify, recruit and develop future
governing members that recognizes the importance of developing leaders before
reaching leadership positions.
Guide the development and implementation of an orientation and ongoing
mentoring process for new board members. In addition to outlining the structure
of the organization, the processes that are in place, and the major issues expected
to come before the board, the orientation should include communication of the
roles and responsibilities of board members as well as those of management.
Guide the development and implementation of a system of recognition of service
for volunteers that will help to encourage continued involvement and leadership
development.
Conduct Periodic Assessments to Sustain Effective Governance
To sustain effective governance, governing bodies should adopt a process of
continuous improvement. The list below includes periodic assessment efforts that the
Association Forum believes are important for effective governance of all organizations
and should be supplemented as appropriate by governing bodies.
Identify and implement a tool that will enable the board to evaluate its own
performance as well as that of other volunteer groups within the organization.
At the conclusion of each meeting, formally address the processes used during the
meeting as well as those used to prepare for the meeting and seek input as to how
those processes could be improved.
Establish a policy to periodically evaluate the board and volunteer committee
structures to assure they are operating as effectively and efficiently as possible.
Professional Practices for the Executive Staff
For governance to be effective, boards and their staff need to work in partnership.
Management's professional expertise can and should be brought to bear on facilitating,
improving, and supporting the governance process.
Support a Set of Basic Characteristics of Effective Governance
The professional staff should ensure that the governing body has the information,
access to professional resources, and other tools necessary to identify the basic
characteristics of effective governance.
Assure that individuals serving on the governing body are fully informed, in a
timely manner, of the information necessary to carry out their fiduciary and legal
responsibilities.
Assure that all governing bodies understand the fiduciary responsibilities of staff
and how they may or may not differ from their own.
Assure that the members of the board understand the organization's policies and
procedures and that deviations from such policies are brought to light.
Assure that measurement and reporting mechanisms are in place to track progress
toward achievement of the organization's goals.
Assure that the time of board members is spent on strategic rather than tactical
issues.
Assure that the chief elected officer understands their role as facilitator, consensus
builder, and leader.
Support in a Formal Process to Identify and Develop Association
Governance Leaders
The executive staff should ensure that the governing body has the information and
resources available to identify and develop future leaders.
Seek opportunities to assist the board in the identification and development of
future leaders of the organization.
Assure that systems are in place and maintained to assist in the identification of
future leaders.
Facilitate Periodic Assessments to Sustain Effective Governance
In this phase of effective governance development, the executive staff should assist the
governing body in achieving better insight about their work and roles.
Develop, implement, and measure the success of an orientation program for board
members.
Assist in the development of periodic self-assessments based upon professional
practices in association governance.
Disclaimer
This Professional Practice Statement, developed by the Association Forum of
Chicagoland, is provided as a management tool for associations and individual
association executives, developed by experts in the industry, and recommended as an
effective means to achieve excellence in managing associations and other not-for-
profit organizations. The Association Forum of Chicagoland expressly disclaim
warranties or guarantees, express or implied, and shall not be liable for damages of
any kind, in connection with the material, information, or procedures set forth in these
Statements or for reliance on the contents of these Statements. In issuing these
s any
Statements, the Association Forum of Chicagoland is not engaged in rendering legal,
accounting, or other professional services. If such services are required, the services of
a competent professional should be sought.
References
For additional information related to this topic, the following resources are suggested:
Association Forum of Chicagoland Professional Practice Statements
Facilitation of Effective Board Decision Making
Evaluating the Performance of the Association Chief Executive Officer
Financial Management by Association Executives
Achieving Diversity In Associations
Fiduciary Duties for the Association Executive
Principles of Association Management , ASAE, 4th Edition, 2001
The Will to Govern Well ; Tecker, Frankel and Meyer, 2002
Adopted November, 2003
Copyright © 2007 Association Forum. All Rights Reserved.
OVERCOME PROCRASTINATION:
Master the Art of Doing It Now!
presented by
Rita Emmett
EXECUTIVE TRAINING PROGRAM
2007 Fall NLAE Meeting October 7 & 8, 2007
2
OVERCOME PROCRASTINATION: Master the Art of Doing It Now!
A journey of ten thousand miles
begins with but a single step
--anonymous Have hope. Procrastination is just a h_____________, NOT a sign that you are a w _________________ w__________. 1. Dictionary definition: ________________________________ ______________________________________________________ 2. The high costs of procrastination
F ________________________________ P_________________________________ E ________________________________
S ________________________________
Whether you think you can or you think you can’t, You’re right!
3
--- Henry Ford
EMMETT’S LAW:
The dread of
doing a task uses
up more time and
energy than doing
the task itself. from The Procrastinator’s Handbook ----by Rita Emmett
RITA EMMETT
4
(847) 699-9950 www.RitaEmmett.com
___________________RITA EMMETT_________________ 2331 Eastview Drive (847) 699-9950
[email protected] Des Plaines, IL 60018 E-MAIL: R WEB: RitaEmmett.com
Top ten excuses to use if you're caught napping at work
1. "This is just a 15 minute power-nap like they raved about in the last Time Management course you sent me to."
2. "They told me at the blood bank this might happen." 3. "Whew! Guess I left the top off the liquid paper." 4. "I wasn't sleeping! I was meditating on the mission statement and envisioning a new paradigm!" 5. "This is one of the seven habits of highly effective people!" 6. "I was testing the keyboard for drool resistance." 7. "Someone must've put decaf in the wrong pot." 8. "I was doing a highly specific Yoga exercise to relieve work-related stress. Are you discriminatory towards people who practice Yoga?" 9. "Darn! Why did you interrupt me? I had almost figured out
5
a solution to our biggest problem." 10. "Amen." SEPTEMBER 2007 THE ANTICRASTINATION TIP SHEET From Rita Emmett ~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^ You must do the thing you think you cannot do. --- Eleanor Roosevelt ################################################### MESSAGE FROM RITA ARE YOU A LOW-TECH PERSON IN A HIGH-TECH WORLD? Some people celebrate the New Year on January 1, but don't we all know that September is the start of the new year? Do you remember getting new books and pencils and the smell of new crayons that have points until your brother snaps them off? (But that's another story.) And remember starting with a clean desk, fresh book pack and neat locker? How about starting off the New Year this month by straightening out your emails - making files for some, filing away others and deleting the rest? How about learning to take charge of your computer? In the first computer class I ever took, the very first thing they taught us was to hit control + home to go to the top of a page, and control + end to get to the bottom. It was an all-day class. The next day, all I knew to do was Ctrl + home and Ctrl + end. A year later, that's still all I knew, but I had learned that I'm not good at absorbing a day's worth of computer knowledge. If you still use your word processor like a fancy typewriter or your data system like a high-tech-rolodex, find someone who has mastered that program and ask her to teach you new tips every two weeks or so. That will give you time to practice your new tip before moving on to another one.
6
Also, there are some things you MUST learn. If the next ten items leave you feeling overwhelmed, then again, find someone who will teach you just one step at a time. Set up a notebook or file, and type out the various steps to each skill below or find someone who you can call for help with each of these. To start off the new year, learn to: 1. Run a full system scan using your anti-virus software 2. Run a complete back up 3. Scan for spyware 4. Delete old files 5. Set up a pop-up blocker 6. Use an anti-spam utility or set up filters for your email 7. Not give out personal information If a website asks for personal information to enter the site, and you do not want to provide it, create an email account with one of the free email sites such as Hotmail or Yahoo. When signing up for this email account, don't give your real information. Then when a website asks you to sign in, use the fake email account. That way, you will not be bombarded with spam and no personal info will have been given out. 8. Change your age Tell websites that you are under 13. Most advertisers don't want to spam under-thirteen-year-olds. 9. Report SPAM 10. Have your computer give you reminders When I whined to our web goddess Mickey that I wished I had "reminder software" on my computer, she told me that I had not one, but two different ways to remind me and that most people do, but don't realize it. When mine reminds me, it dings, and flashes a light, and practically taps me on the shoulder and hands me a cup of coffee. It is very, very, very cool. If you do not know how to do one or more of the above, make up your mind that this month you will learn at least one on your own, or find someone to teach you. Here's to your taking charge of your electronic clutter. Happy New Year! Please share this Tip Sheet with 2 or 3 friends who would be interested. And feel free to use this message in your newsletter, as long as you include my bio and contact info: Rita Emmett
7
Author of The Procrastinator's Handbook and The Clutter-Busting Handbook www.RitaEmmett.com [email protected] 847-699-9950 ~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~* Tip of the Month from Our Bright, Creative Reader Kathy Teal Dear Rita, Well, I made the most amazing discovery thanks to my friend Margie Pond... craigslist.com. You can sell or give away stuff and people come and get it! I don't even have to take it anywhere. It's so wonderful. My test experience - I have an electric cooler that plugs into the cigarette lighter. I advertised it at 3 pm last Friday and at 9pm some guy paid me for it on PayPal and he will come and get it on Sunday when he comes this way to visit his in-laws. There are Craig's lists all over the country. It is free to advertise. Love, Kathy Teal Thank you Kathy for this WONDERFUL tip to help get rid of clutter. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ To Subscribe go to www.RitaEmmett.com, scroll towards the bottom and click on “Subscribe to FREE Anticrastination Tip Sheet No trees were destroyed in the sending of this message, but a significant number of electrons were terribly inconvenienced.
8
______________RITA EMMETT___________ 2331 Eastview Drive (847) 699-9950 Des Plaines, IL 60018 E-MAIL: [email protected] WEB: RitaEmmett.com
TEN WAYS TO BLAST AWAY PROCRASTINATION
3. Have hope. Procrastination is just a habit, NOT a sign that
you are a worthless worm. 4. Make a list of what you’ve been putting off that you want
to do. 5. Break large tasks into smaller chunks 6. Make a list of what you LOVE to do but never have time to
do. These can be part of your reward system, Post your list where you can see it daily.
7. Select just one thing to do NOW. 8. Time it. Set a timer for 1 hour. Do only that one thing while
it ticks. No breaks. 9. Reward yourself. 10. Watch out for perfectionism. 11. Figure out what FEAR is causing you to put off doing
something.
9
10. Put a FUN or enjoyable activity on your to-do-list every day.
________________RITA EMMETT_______________
2331 Eastview Drive (847) 699-9950 Des Plaines, IL 60018 E-MAIL WEB: RitaEmmett.com
ABOUT RITA EMMETT
Rita Emmett is a professional speaker, President of Emmett Enterprises, Inc. since 1985, and author of: THE PROCRASTINATOR’S HANDBOOK, THE PROCRASTINATING CHILD: A Handbook for Adults to Help Children Stop Putting Things Off THE CLUTTER-BUSTING HANDBOOK Rita, who lives in Des Plaines, Illinois, has been honored for her High Content / High Fun interactive Keynotes and Training presentations by being included in the prestigious “Who’s Who in American Education” plus “Who’s Who in America” and the “The World Wide Who’s Who of Women”. Also, she has been the Keynote Speaker at the Governor’s Mansion in Springfield, Illinois.
Her customized presentations have helped hundreds of organizations improve their performance, productivity and profitability, and head off burnout before it starts. Some of Rita’s clients include AT&T, Kraft Food, Mercedes Benz, Met Life, and The National Kidney Foundation.
Rita uses principles of Accelerated Learning; her stories and humor help people absorb more ideas and retain them longer, and her enthusiasm leaves people feeling energized and invigorated.
She publishes a free monthly “ANTICRASTINATION Tip Sheet” available at www.RitaEmmett.com with tips and ideas to help people blast away the procrastination habit.
10
TRACK RECORD FOR
RITA EMMETT’S BOOKS … SO FAR
THE PROCRASTINATOR’S HANDBOOK was published in the US at the end of 2000. So far, it has:
sold over 150,000 copies.
been discussed in over 92 newspaper, radio and TV interviews, including The Today Show with Katie Couric.
been sold over 32 countries, as well as the Book of the Month Club.
received an award from Digital Palm Media as the top selling non-fiction e-book of 2001. (Stephen King was the top selling fiction e-book of the year.)
been covered in Time Magazine, Family Circle, The New York Times, Wall Street Journal, The Financial Times and Christian Science Monitor. THE PROCRASTINATING CHILD: A Handbook for Adults to Help Children Stop Putting Things Off was released to bookstores in autumn of 2002, and was already been sold to Canada, Japan, France, Korea, China and the United Kingdom before it was released. THE PROCRASTINATING CHILD is the first and only book on the subject of help for procrastinating children. It is being used as a fund-raiser in schools across the United States. ~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~
11
THE CLUTTER-BUSTING HANDBOOK was released in late spring of 2005 and was sold to six countries before it hit the stor
BLAST AWAY BLAST AWAY PROCRASTINATIONPROCRASTINATION
by
Rita Emmett
author of
Copyright Rita Emmett Enterprises 20042
Procrastinate:
1.belonging to tomorrow
2.to put off, to delay, to delay repeatedly
Copyright Rita Emmett Enterprises 20043
Anticrastinate:
1.NOT belonging to tomorrow
2.to do it now and toss out guilt, anxiety, phony-baloney lies and feeling stupid
Copyright Rita Emmett Enterprises 20044
The High Cost Of Procrastination
The financial cost
The physical cost
The emotional cost
The stressful cost
Copyright Rita Emmett Enterprises 20045
Is this your office?
Copyright Rita Emmett Enterprises 20046
HOORAY FOR HALLEY’S1 A District Superintendent told his Assistant
Superintendent the following:
“Next Thursday Halley’s Comet will appear over this area. This is an event which occurs only once every 75 years. Call the school principals and have them assemble their teachers and classes on their athletic field and explain this phenomenon to them. If it rains, then cancelthe observation and have the classes meet in the auditorium to see a film about the comet.”
Copyright Rita Emmett Enterprises 20047
2 Assistant Superintendent to School Principals:
“By order of the Superintendent of Schools, next Thursday Halley’s Comet will appear over your athletic field. If it rains, then cancel classes and report to the auditorium with your teachers and students where you will be shown films, a phenomenal event which occurs only once every 75 years.”
Copyright Rita Emmett Enterprises 20048
3 Principals to Teachers:
“By order of the Phenomenal Superintendent of Schools, next Thursday Halley’s Comet will appear in the auditorium. In case of rain over the athletic field the Superintendent will give another order, something which occurs every 75 years.”
Copyright Rita Emmett Enterprises 20049
4 Teachers to Students:
“Next Thursday, the Superintendent of Schools will appear in our auditorium with Halley’s Comet, something which occurs every 75 years. If it rains the Superintendent will cancel the comet and order us all out to our phenomenal athletic field.”
Copyright Rita Emmett Enterprises 200410
5 Students to Parents:
“When it rains next Thursday over the school athletic field, the phenomenal 75 year old Superintendent of Schools will cancel all classes and appear before the whole school in the auditorium accompanied by Bill Haley and the Comets.”
Copyright Rita Emmett Enterprises 200411
What have you put off that once accomplished,
will move you closer to
success & happiness?
Copyright Rita Emmett Enterprises 200412
Emmett’s Law
The dread of doing a task uses
up more time and energy than doing the task itself.
Copyright Rita Emmett Enterprises 200413
Sting
Copyright Rita Emmett Enterprises 200414
What REWARDwould motivate you to
DO SOMETHINGthat you've beenPUTTING OFF?
Copyright Rita Emmett Enterprises 200415
Fear ofWHAT
might cause a person to
PROCRASTINATE?
Copyright Rita Emmett Enterprises 200416
The PersonWho Never
Makes A MistakeProbably
Isn't DoingAnything
Copyright Rita Emmett Enterprises 200417
Get Rid of Paper Clutter FAST
File
Act
Stand & Deliver
Toss or Recycle
CONQUER YOUR CLUTTER (Before It Conquers YOU)
presented by
RITA EMMETT
EXECUTIVE TRAINING PROGRAM 2007 Fall NLAE Meeting
October 8, 2007
Tips for Paper Clutter
Another excerpt from Chapter 8: "Clutter Busting" in THE PROCRASTINATOR’S HANDBOOK
by Rita Emmett
Feed the wastebasket
Get rid of what you don't need
Skim material as soon as it arrives
Don't even skim junk mail; just toss it
Pass on to the appropriate person any papers someone else can handle
Find a place for everything worth keeping and put the papers where they belong
Realize the world won't end if you get rid of it
Recycle it
Ask yourself: Do you really want to be caretaker of this paper? Do you really want to devote precious space to this?
Handle each piece of paper only once
Get rid of it
(Reprinted in Rita’s free, monthly “ANTICRASTINATION TIP SHEET”. To subscribe, go to www. RitaEmmett.com & click on
subscribe button)
12 Tips to Work More Effectively at Your Desk
THE PROCRASTINATOR’S HANDBOOK excerpt from Chapter 6: "Help! I’m Overwhelmed"
by RITA EMMETT
1. Write down your ideas. Do not trust your memory however good it may be!
2. Set down your priorities before the start of each day’s work.
3. Use your high productivity hours for your top priority projects.
4. Tackle time-consuming projects in stages.
5. Do not over schedule. Leave some time each day free from appointments.
6. Concentrate on one item at a time.
7. Take breaks. Walk around. Stretch. Eat lunch away from your desk.
8. Establish a place for everything. Categorize, file, and store items nearby.
9. Keep paperwork moving.
10. Put limits on visits: A. Stack stuff on any extra chairs so uninvited visitors have to stand. B. When chatty people call, as soon as you answer the phone tell them you have only a few minutes to talk. Politely ask them the point of their call right away.
11. Remove from your desk all papers you are not working on. This prevents lost or mixed up papers.
12. Handle each piece of paper only once.
(Reprinted in Rita’s free, monthly “ANTICRASTINATION TIP SHEET”. To subscribe, go to www.RitaEmmett.com & click on subscribe button)
12 Tips to Have Less Chaos at Home
excerpt from Chapter 8: "Clutter Busting" in
THE PROCRASTINATOR’S HANDBOOK by Rita Emmett
1.Have company over once in a while so the house gets cleaned. 2. Pay bills, fold laundry, sort through catalogues and magazines, and so
forth during TV commercials or
3. Tidy up during commercials.
4. When de-cluttering a room, start at the doorway and go right or left. Then if you’re interrupted, you can see where you stopped.
5. Don’t de-clutter and clean the same day. You might keel over, poor thing.
6. Keep all your house information (insurance, warrantees, receipts, directions to program VCR) together in a file, binder, drawer, desk, box or paper bag.
7. Never climb stairs empty-handed as long as there’s something that should be taken upstairs.
8. Never leave a room empty-handed until the only things in the room are ones that belong there.
9. Glance over your left shoulder every time you leave a room. Pick up the clutter you spot and take it with you.
10. Learn to delegate.
11. Learn to ignore. Relationships are more important than chasing dust bunnies.
12. Hire someone to clean your house even if it’s only once in a great while.
(Reprinted in Rita’s free, monthly “ANTICRASTINATION TIP SHEET”. To
subscribe, go to www.RitaEmmett.com & click on subscribe button)
SAMPLE What's the opposite of Procrastination? THE ANTICRASTINATION TIP SHEET
From Rita Emmett
Author of THE PROCRASTINATOR'S HANDBOOK & THE PROCRASTINATING CHILD: A Handbook for Adults to Help
Children Stop Putting Things Off & THE CLUTTER-BUSTING HANDBOOK
~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~ QUOTE OF THE MONTH:
A journey of ten thousand miles begins with but a single step
–-- anonymous ~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~
MESSAGE FROM RITA Our clutter comes from four goofy habits: Saving things that we never need or use Insisting on bringing in things that we never need or use Never deciding on a place for things to be put Setting things down instead of putting them where they belong So how about trying to incorporate one new habit to counteract clutter habits? Here are 21 ideas: 1. If you haven’t used it in a year, get rid of it. 2. Every day, before turning on your computer, toss or put away three things on your desk. 3. When you buy 1 thing, get rid of 1 thing. (a toy for a toy, a shoe for a shoe) 4. Glance over your left shoulder every time you leave a room. Pick up the clutter you spot and take it with you to where it belongs. 5. Decide now. Clutter is often caused by putting off decisions. 6. Make a place for everything, such as special papers, and each child’s school papers. Make a place for mittens, scarves, hats, boots, and so forth. 7. Put everything in its place. Teach your family to put things where they belong. (One way to teach: “If everything is where it belongs, you can come with to the mall or you can watch TV. If not, you can’t.”) 8. If you take it out, put it back. 9. Ask a “non-clutter friend” to help you sort through your closet or other clutter. Some people will be delighted to help you de-clutter. All you need from them is help in deciding what to keep or not keep.
10. Take five minutes whenever you can to tackle a small section of clutter (or do it during the commercials of the first hour of watching TV). 11. Find a person or organization that will love & cherish your stuff as much as you do. That makes it easier to say good-bye to things you don’t use or need. 12. Decide on one place to put your keys (a hook or bowl near the door, a certain section of your purse) and cultivate the habit of putting them there always. 13. Live simply so that others might simply live. 14. When you want to buy something – no matter how sensational or adorable it is – think if you have a place to put it. Even if it’s the greatest bargain in the world, don’t buy it if you don’t have a place for it. What a life changing way to think! 15. Always open mail next to a wastebasket. Get BIG wastebaskets for every place in your home that you need to encourage tossing or recycling paper, magazines, catalogues, newsletters, newspapers or other paper clutter. 16. Never leave a room empty-handed until the only things in the room are ones that belong there. 17. Never go up or down stairs empty-handed as long as there is something that should be taken up or down. 18. Have company over once in a while so the house gets cleaned. 19. Pay bills, fold laundry, sort through catalogues & magazines, and so forth during TV commercials or while visiting on the phone. 20. When de-cluttering a room, start at the doorway & go right or left. Then if you’re interrupted, you can see where you stopped. 21. Don’t de-clutter & clean the same day. You might keel over, poor thing. Just making one of these habits a regular part of your day will impact the amount of clutter in your life. TO SUBSCRIBE, GO TO www.RitaEmmett.com, click on box near bottom of
first page
Email: [email protected] Emmett Enterprises, Inc. 2331 Eastview Drive Des Plaines, IL 60018 Phone: 847-699-9950
No trees were destroyed in the sending of this e-zine, but a significant number of electrons were terribly inconvenienced.
________________RITA EMMETT_______________ 2331 Eastview Drive (847) 699-9950 Des Plaines, IL 60018 E-MAIL: [email protected] WEB: RitaEmmett.com
ABOUT
RITA EMMETT Rita Emmett is a professional speaker, President of Emmett Enterprises, Inc. since 1985, and author of:
THE PROCRASTINATOR’S HANDBOOK, THE PROCRASTINATING CHILD: A Handbook for Adults to
Help Children Stop Putting Things Off THE CLUTTER-BUSTING HANDBOOK
Rita, who lives in Des Plaines, Illinois, has been honored for her High Content / High Fun interactive Keynotes and Training presentations by being included in the prestigious “Who’s Who in American Education” plus “Who’s Who in America” and the “The World Wide Who’s Who of Women”. Also, she has been the Keynote Speaker at the Governor’s Mansion in Springfield, Illinois.
Her customized presentations have helped hundreds of organizations improve their performance, productivity and profitability, and head off burnout before it starts. Some of Rita’s clients include AT&T, Kraft Food, Mercedes Benz, Met Life, and The National Kidney Foundation.
Rita uses principles of Accelerated Learning; her stories and humor help people absorb more ideas and retain them longer, and her enthusiasm leaves people feeling energized and invigorated.
She publishes a free monthly “ANTICRASTINATION Tip Sheet” available at www.RitaEmmett.com with tips and ideas to help people blast away the procrastination habit.
TRACK RECORD FOR
RITA EMMETT’S BOOKS … SO FAR
THE PROCRASTINATOR’S HANDBOOK was published in the US at the end of 2000. So far, it has:
sold over 150,000 copies.
been discussed in over 92 newspaper, radio and TV interviews, including The Today Show with Katie Couric.
been sold over 32 countries, as well as the Book of the Month Club.
received an award from Digital Palm Media as the top selling non-fiction e-book of
2001. (Stephen King was the top selling fiction e-book of the year.)
been covered in Time Magazine, Family Circle, The New York Times, Wall Street Journal, The Financial Times and Christian Science Monitor.
THE PROCRASTINATING CHILD: A Handbook for Adults to Help Children Stop Putting Things Off was released to bookstores in autumn of 2002, and was already been sold to Canada, Japan, France, Korea, China and the United Kingdom before it was released. THE PROCRASTINATING CHILD is the first and only book on the subject of help for procrastinating children. It is being used as a fund-raiser in schools across the United States. ~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~ THE CLUTTER-BUSTING HANDBOOK was sold to six countries before it hit the stores. It teaches people that clutter does NOT come from being messy, lazy or disorganized.. Isn’t that terrific news??
CLUTTER
1. After sorting, handle each piece of paper only once 2. Consider your wastebasket a friend who needs nourishment, not an evil monster who eats all your important data. FEED your friend, the wastebasket. 3. Would you spend your hard earned cash ADDING to your paper clutter? What about all those magazines? 4. If you don’t have enough room for all your stuff, you don’t
need more room, you need less stuff. EMMETT’S OBSERVATION God created company so DOUGLAS’ LAW OF the house will get cleaned CLUTTER Clutter expands to fill the space available for it Time is the scarcest resource, and unless it is managed, nothing else can be managed --- PETER DRUCKER
from The Procrastinator’s Handbook by Rita Emmett www.RitaEmmett.com
__________________RITA EMMETT______ 2331 Eastview Drive (847) 699-9950 De : [email protected] s Plaines, IL 60018 E-MAIL WEB: RitaEmmett.com
WHEN CLUTTER GETS IN THE WAY OF BUILDING YOUR BUSINESS
When you have clutter and chaos in your work space or your living space, you have clutter and chaos in your mind and in your heart. You can’t think clearly, and you don’t even know what you feel. Having clutter isn’t a personality flaw or a character trait. It is simply a habit – and one that’s not hard to break. It's true -- all that clutter discourages you, makes you feel like a disorganized loser, overwhelms you and sucks the energy out of the marrow of your bones. Here's the good news: Clutter does NOT come from being lazy, messy or disorganized. It comes from 4 habits. Clutter appears when you: - Save stuff you don't need or use - Insist on bringing stuff into your life that you don't need or use - Never assign places for stuff to belong - Set stuff down planning to put it away later So how to get started? Just a few attitude changes and some new behaviors and you're on your way. ATTITUDE: Examine and think about how those 4 habits fit in your life BEHAVIOR: Select one small spot to declutter. Not the whole closet, just a shelf or part of the floor. Not your whole desk. Just a drawer or corner of the desk. Not the whole car, just the front seat or floor. ATTITUDE: Start asking yourself "Why do I hang on to this?" Really pay attention to your answers. If you keep it because it brings memories, realize that memories are in your mind and heart, NOT in that theater program or the sequined velvet Elvis pillow from Las Vegas. BEHAVIOR: Every single day, "process" three pieces of paper or clutter. By "process", we mean either put it where it belongs, or decide on a place for it to belong then put it there or (and this is the BEST decision of all) toss it.
ATTITUDE: Decide on a person or organization who will love and cherish your discarded stuff as much as you do. That will make it easy to get rid of stuff you don't need or use, without breaking your heart. BEHAVIOR; Set up a box or big plastic bag in a designated area. Then when anyone decides they can live without something, they can put it in there to be donated or sold in a garage sale or on ebay. ATTITUDE: Decide to treat yourself to The Clutter-Busting Handbook (it's short, inexpensive, fun and easy to read) or a CD on Conquering Clutter to reinforce all your attitude changes. BEHAVIOR: Go to www.RitaEmmett.com and order a book or CD now to help you become a great Clutter Buster. ATTITUDE: Ask yourself again "Why am I keeping this?". Is it because maybe some day you or somebody might need it? But you KNOW if you or anyone needs it you'll forget you had it OR if you remembered you had it, you can't find it. So get rid of it. BEHAVIOR: If it takes less than a minute, do it now. Put the paper back where it came from. Hang up that shirt. Put the cup in the dishwasher. Taking one minute to put the toothpaste back where it belongs & hang up the towel won't make you late for work, but will have a profound impact on your clutter. OK - these are some ideas to get you started. You can adopt one or many of these suggestions, but decide NOW to make at least one change to help you start conquering all the clutter in your life. You will be amazed how terrific, organized and energized you'll feel once your clutter starts to evaporate. Do it now!!
# # # Rita Emmett, is a “Recovered Pack Rat” and author of The Procrastinator’s Handbook; The Procrastinating Child: A Handbook for Adults to Help Children Stop Putting Things Off and The Clutter-Busting Handbook. She is also professional speaker, and can be reached at 847-699-9950 (email is [email protected]) To subscribe to her free monthly “Anticrastination Tip Sheet” with quick short tips & ideas to help break the procrastination habit, go to the first page of her website www.RitaEmmett.com
CLUTTER BUSTINGCLUTTER BUSTING to Reduce Your to Reduce Your
STRESSSTRESS
DOES THIS LOOKDOES THIS LOOK FAMILIAR?FAMILIAR?
Copyright Rita Emmett Enterprises 2004 3
Some day Some day II’’ve GOT ve GOT
to to get get organizedorganized
Copyright Rita Emmett Enterprises 2004 4
CLUTTER does NOT CLUTTER does NOT come from being:come from being:
messymessy lazy lazy
or disorganizedor disorganized
Copyright Rita Emmett Enterprises 2004 5
The Deadly The Deadly SINSSINS of Clutterof Clutter
Save stuff you don’t need or use
Insist on bringing home stuff you don’t need or use
Never assign a place where each thing belongs
Set things aside “to put away later”
REPENT if you:
Copyright Rita Emmett Enterprises 2004 6
Save stuff you don’t
need or use
Copyright Rita Emmett Enterprises 2004 7
Insist on bringing home stuff you
don’t need or use
Copyright Rita Emmett Enterprises 2004 8
Never assign a place where each thing
belongs
Copyright Rita Emmett Enterprises 2004 9
Set things aside “to put away later”
Copyright Rita Emmett Enterprises 2004 10
If you donIf you don’’t have t have enough room for all enough room for all your stuff, you donyour stuff, you don’’t t need more room, you need more room, you
need less stuff.need less stuff.
Copyright Rita Emmett Enterprises 2004 11
Get Rid of Paper Clutter Get Rid of Paper Clutter FASTFASTFile
Act
Stand & Deliver
Toss or Recycle
© Rita Emmett 1
STRESSBUSTERS FOR NLAE:
Handling Stress Without
Losing Your Mind
© Rita Emmett 2
My biggest source of stress is ___________________
© Rita Emmett 3
STRESS
Comes from trying to do too much, for too many people,
in too little time, in an environment
that is too hard to deal with.
© Rita Emmett 4
STRESS
When you let go of trying to control an inflexible environment and all the people in it –
you stop struggling with fantasy and the pain of unrealistic expectations.
You Let Go Of Stress!
© Rita Emmett 5
STRESS
The reaction or response of the body and mind
to demands made upon us.
© Rita Emmett 6
Hyacinths
© Rita Emmett 7
The PersonWho Never
Makes A MistakeProbably
Isn't Doing
Anything
© Rita Emmett 8
STRESSBUSTERS: Handling Stress Without
Losing Your Mind
presented by
Rita Emmett
EXECUTIVE TRAINING PROGRAM 2007 Fall NLAE Meeting
October 7 & 8, 2007
STRESS:
It comes from trying to do too much, for too many people, in too little time, in an environment that is too hard
to deal with. When you let go of
trying to control an inflexible environment
and all the people in it - you stop struggling with
fantasy and the pain of unrealistic expectations.
You let go of STRESS !
STRESS:
The reaction or response of the body and mind
to demands made upon us.
21 WAYS TO REDUCE STRESS DURING THE WORKDAY
By Saki Santorelli
1. Take a few minutes in the morning to be quiet and meditate --- sit or lie
down and be with yourself . . . gaze out the window, listen to the sounds of nature or take a slow, quiet walk.
2. While your car is warming up, take a minute to quietly pay attention to your breathing.
3. While driving, become aware of body tension, e.g. hands wrapped tightly around the steering wheel, shoulders raised, stomach tight, etc. consciously work at releasing, dissolving that tension. Does being tense help you drive better? What does it feel like to relax and drive?
4. Decide not to play the radio and to just be with yourself. 5. Stay in the right lane and go 55 miles per hour. 6. Pay attention to your breathing or to the sky, trees, etc. when stopped at a
red light or a toll plaza. 7. After parking your car at your workplace, take a moment to orient yourself to
your workday. 8. While sitting at your desk, keyboard, etc. monitor bodily sensations and
tension levels, and consciously attempt to relax and let go of excess tension. 9. Use your breaks to truly relax rather than simply “pause.” For example,
instead of having coffee and a cigarette, take a two-to-five-minute walk, or sit at your desk and recoup.
10. At lunch, changing your environment can be helpful. 11. Or, try closing the door (if you have one) and take some time to consciously
relax. 12. Decide to “stop” for one to three minutes every hour during the workday.
Become aware of your breathing and bodily sensations. Use it as a time to regroup and recoup.
13. Use the everyday cues in your environment as reminders to “center” yourself, e.g., the telephone ringing, turning on the computer, etc.
14. Take some time at lunch or break to share with close associates. Choose topics not necessarily work related.
15. Choose to eat one or two lunches per week in silence. Use it as a time to eat slowly and be with yourself.
16. At the end of the workday, retrace your activities of the day, acknowledging and congratulating yourself for what you’ve accomplished and make a list for tomorrow.
17. Pay attention to the short walk to your car, breathing the crisp air. The feeling of the cold or warmth of your body, try to accept it rather than resist
18. it.Listen to the sounds outside the office. Can you walk without feeling rushed?
19. While your car is warming up, sit quietly, and consciously make the transition from work to home. Take a moment to simply be. Enjoy it for a moment. Like most of us, you’re heading into your next full-time job: home!
20. While driving, notice if you are rushing. What does this feel like? What could you do about it? Remember, you’ve got more control than you can imagine.
21. When you pull into the driveway or park on the street, take a minute to come back to the present. Orient yourself to being with your family or household members.
22. Change out of work clothes when you get home; it helps you to make a smoother transition into your next “role.” You can spare the five minutes to do this. Say hello to each of the family members. Center yourself at home. If possible, make the time to take five to ten minutes to be quiet and still.
Saki Santorelli, Ed.D. is Assistant Professor of Medicine and Director of the Stress
Reduction Clinic and Education al Programs for the Center for Mindfulness in Medicine, Health Care and Society.
RITA Emmett wwwRitaEmmett.com 847-
699-9950
18 WAYS TO COPE WITH STRESS
1. Jam miniature marshmallows up your nose and sneeze them out. See how many you can do at once. 2. Use your Master Card to pay your Visa and vice-versa. 3. Pop some popcorn without putting the lid on. 4. When someone says “ Have a nice day”, tell them you have other plans. 5. Make a list of things to do that you’ve already done, and cross them out. 6. Dance naked in front of your pets. 7. Put your toddler’s clothes on backwards and send them off to pre-school as if nothing is wrong. 8. Tattoo “OUT TO LUNCH” on your forehead. 9. Fill out your tax forms using Roman numerals. 10. Go shopping. Buy everything. Sweat in it. Return it the next day. 11. Pay your electric bill in pennies. 12. Drive to work in reverse. 13. Read a dictionary upside down and look for secret messages. 14. Start a rumor and see if you recognize it when it comes back to you. 15. Write a short story using alphabet soup. 16. Stare at people through the tines of a fork and pretend they’re in jail. 17. Make up a language and ask people for directions. 18. Replace the filling of a Twinky with ketchup and place it back in the wrapper.
RITA EMMETT (847) 699-9950 WWW.RitaEmmett.com
ATTITUDE by
Charles Swindoll
“The longer I live, the more I realize the impact of attitude on life. Attitude, to me, is
more important than facts. It is more important than the past, than education, than
money, than circumstances, than failures, than successes, than what other people think
or say or do. It is more important than appearance, giftedness, or skill. It will make
or break a company...a church...a home. The remarkable thing is we have a choice
every day regarding the attitude we will embrace for that day. We cannot change our past...we cannot change the fact that people will act in a certain way. We cannot change the inevitable. The only thing we can do is
play on the string we have, and that is our attitude...I am convinced that life is 10% what happens to me and 90% how I react to it. And so it is with you...we are in charge
of our Attitude.”
RITA EMMETT 847) 699-9950 WWW.RitaEmmett.com
What's the opposite of Procrastination? THE ANTICRASTINATOR's TIP SHEET
A monthly Idea and Tip Sheet to Help You Avoid the Procrastination Habit From Rita Emmett, Author of THE PROCRASTINATOR'S HANDBOOK
~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^
Unless each day can be looked back upon by an individual as one in which he has had some fun,
some joy, some real satisfaction,
that day is a loss. --- Dwight D. Eisenhower
~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^
When is the last time you had fun? that you actually felt joy?
Do you procrastinate about having fun & joy in your life?
Yes, people procrastinate about tasks, errands and chores, but sometimes they also put off having fun. We all know fun is important for our mental &
physical health and to prevent burnout, but it seems that we put off fun "till this stress ends", or "this busy time is over" or "this crisis is solved".
But the stress, busy time and crisis never ends, does it? Instead of waiting for a doctor to tell you to get rid of stress, do this. Once a
day or AT LEAST once a week, add some fun to your life. If you have to,
write it on your "List of things to do" or schedule it in your calendar. Need some ideas to get you started?
15 IDEAS TO ADD FUN TO YOUR LIFE
(or to start you thinking of your own ideas)
1. Do you know a certain friend or group of friends who always get you laughing? Set a date to get together.
2. What did you love to do as a kid? Ride a bike? Finger-paint? Whistle? Do it
3. Be Irish on St. Pat's Day. Wear outrageous green. Drink green beer.
Decorate the house in goofy shamrocks and leprechauns.
4. Have a green potluck. Can't come unless you bring something green to eat.
5. Invite a gang over (or go out) to watch your favorite comedy, and laugh your head off. Call it an anti-burnout party.
6. If there's a live concert of your favorite music anywhere in your area, MAKE time to attend. (If you wait till you GET the time, it'll never
happen.) It will nurture your spirit.
7. Learn one new great joke and tell it all month long.
8. Declare a "Day of Rest" on your day off - no commitments, no work, no chauffeuring people around, no housework, no paperwork. If you were sick in
bed you wouldn't be doing these things. Well ... take the day to recharge your battery without waiting to get sick. Watch old re-runs on TV. Read
trashy magazines. Do something fun.
9. Dance!
10. Start or get back to a hobby, activity, musical instrument, or sport that you passionately love.
11. What is something you've always wanted to do?
12. Cook a meal where the making of the meal is fun for the whole family
(put a pizza together, chop stuff for tacos, create your own roll ups.)
13. Sing in a chorus or choir or in your living room with friends, but whether you have a great voice or not, sing at the top of your lungs.
14. Spend time with a child. Let him or her teach you a lesson about fun.
15. If you're an "in-the-house-person", go outside. Breathe fresh air. Walk
in a park or in your neighborhood or at a Botanic garden. Smell the almost-springtime.
~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^~^
TO SUBSCRIBE, GO TO www.RitaEmmett.com, click on box near bottom of first page
Email: [email protected]
Emmett Enterprises, Inc.
2331 Eastview Drive Des Plaines, IL 60018 Phone: 847-699-9950
So much time, so little to do. Scratch that, reverse it --- Willie Wonka