In this issue:
Important Leadership Dates
A Message from the Executive Director
SLA Incoming Officers: Mark your Calendars for June's Leadership Development Institute
Call
to Cabinet Meetings
Annual Reports
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May 1, 2005 |
Chapter/Division/Caucus Annual Reports Due(Attention: Presidents/Chairs/Conveners) |
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May 1, 2005 |
Deposits due for Chapter/Division events at Annual Conference |
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May 9, 2005 |
Board Documents Due |
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June 5-8, 2005 |
|
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June 5, 2005 |
Leadership Development Institute |
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June 7, 2005 |
Chapter and Division Cabinet Meeting |
A Message from the Executive Director
Motivating Volunteers
Motivating volunteers isn't about the bells and whistles of recognition and awards. While this type of compensation has a place, identifying real motivators requires understanding the more profound aspects of the volunteer experience. A good motivational strategy takes into account the goals and best interests of the volunteer and the association. It should lead to that most desirable of outcomes: the win-win situation.
"What's in it for me?" You may never hear this question from any volunteer, but your ability to understand and answer it is a key to successful placement and continued motivation. Volunteers bring time and talent to your chapter, division, or committee. What is the return on their investment of time? It is important that you understand what is meaningful to a volunteer and to volunteers in general. The rewards of volunteering can range from the obvious, such as plaques and certificates, to the less apparent, including opportunities for social contact, skill development, and professional visibility. Obtaining this information can be difficult but is very valuable as you structure the volunteer experience. With planning, good initial assessment, and ongoing observation, the motivators that are most effective for a given volunteer can be included from the very start.
The fit between a volunteer and the association unit in which they serve is critical. The better the match, the more likely you are to have a win-win situation, in which the volunteer feels valued and encouraged while the association?s needs are met as well. Share a job description or committee charge. Spend time talking about what the position entails and what your expectations are. It is important that there be clarity regarding the needs and desired outcomes of both parties.
Volunteers want to be engaged in meaningful activity but you may need mundane tasks performed. Try to spread these more routine or boring tasks among as many people as possible. That way, everyone does something meaningful while the minor tasks get done.
Never underestimate the value of a sincere expression of gratitude. Whether this is accomplished formally or informally, make it meaningful to the volunteer. Combining approaches increases the likelihood of identifying what is appropriate for any given volunteer. Formal recognition activities can include award ceremonies or giving gifts of appreciation. Informal recognition is a bit trickier but just as important. An extra assignment might be a burden to one person but represent meaningful recognition to another. The opportunity to work on projects beyond the original scope of responsibility can acknowledge a volunteer's competency and skill. Careful observation should yield a strong idea of what works for each situation. Personalize your approach and communicate your intention.
There is no one-size-fits-all solution to the game of volunteer motivation. Attention to the basic factors of human emotion, observation of volunteers' particular interests, and your creativity can ensure continued motivation and productivity.
Note: A certificate of recognition is available in the Leadership Resource Center.
---- Janice R. Lachance, Executive Director
SLA Incoming Officers: Mark your Calendars for June's Leadership Development Institute
Leaders, mark your calendars. SLA?s Leadership Development Institute is rapidly approaching. On Sunday, June 5, SLA's Leaders will gather for an exceptional opportunity to hone their leadership skills. Newly elected chapter or division officers, especially chapter presidents or presidents-elect, division chairs or chairs-elect, or caucus coveners should plan to attend.
Call to Cabinet Meetings
The Chapter and Division Cabinet meetings will be held on Tuesday June 7, at 6:30 pm. Each chapter has two seats on the Chapter Cabinet as does each division on the Division Cabinet. The chapter president and division chair may appoint an alternate if either of these two officers are not attending Conference. If you would like to propose action relative to chapters or divisions, agenda documents with recommendations for Cabinet action are due at SLA's Headquarters no later than Monday, May 2. This deadline will allow staff time to prepare the agenda and post the documents for all cabinet members to review.
Please mail the original document to:
Linda Broussard, Director, Membership and Leadership Services
Special Libraries Association
331 South Patrick Street
Alexandria, VA 22314-3501
Fax: 1-703-647-4901
E-mail:lbroussard@sla.org
A copy of your document(s) may also be sent to the respective cabinet chairs:
Chapter Cabinet
Jacquelyn Knuckle
Director
Chestnut Hill Hospital
Medical Library
8835 Germantown Ave
Philadelphia, PA 19118
Fax: 1-215-248-8240
E-Mail:knucklej@chh.org
Division Cabinet
Brent Mai
University Librarian
Concordia University Library
2811 NE Holman St
Portland, OR 97211
Fax: 1-503-280-8518
E-Mail:bmai@cu-portland.edu
If necessary, a joint cabinet meeting will immediately follow these meetings. And, LexisNexis will host a reception immediately following the cabinet meetings to honor SLA's leaders for the significant contributions each makes to the Association, and to become better acquainted with one another.
An agenda for the Cabinet meetings will be distributed in May.
Annual Reports
Attention presidents, chairs, and caucus conveners: You will need to complete your 2004-2005 Annual Report form. This report is required of all units to ensure compliance with the US Internal Revenue Service and other regulatory bodies, and to enhance the operational efficiency of each unit's operations. May 1 is the deadline to submit your report to SLA Headquarters USA, Leadership. For your convenience, we will offer this year's form via SurveyMonkey on the web. If you are not comfortable with SurveyMonkey, you may download the form in Microsoft Word by visiting the SLA website. If you have any questions, please contact Leadership Associate Sam Felder (leadership@sla.org). On May 23, 2005, a copy of all annual reports that have been submitted will be sent to their respective Chapters, Divisions, and Caucuses for their records.
2004-05 Chapter Annual Report
2004-05 Division Annual Report
2004-05 Caucus Annual Report
This report, in addition to the Mid-Year Financial Statement (due each June 30) and Annual Financial Statement (due each January 31) for chapters and divisions, is required to be completed and submitted within three months of the report's due date. Any unit that does not submit this report will forfeit the annual allotment for next year and be subject to dissolution.
If you have any questions or comments about Leadership Connections, we would like your feedback. Please share your comments with leadership@sla.org
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