fall - chicago nlae program 2007 · 1) 8:00 a.m. watch rena sumner & sarah woody bibens run the...

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)


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)

5

Harnessing the power of Associations (cont.)

Harnessing the power of Associations (cont.)


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


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

6

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)

7

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

8

How do we get there? Organizational Development

How do we get there? Organizational Development

© Copyright Association Development Solutions

9

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

10

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?

11

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.

12

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

13

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

15

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

16

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

19

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

21

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

23

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

24

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

25

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.

mailto:[email protected]

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

mailto:[email protected]

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



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




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.asaecenter.org/PublicationsResources/AMMagArticleDetail.cfm?ItemNumber=5503

http://www.asaecenter.org/PublicationsResources/AMMagArticleDetail.cfm?ItemNumber=5503

http://www.nonprofits.org/npofaq/03/11.html

http://www.asaenet.org/sections/exec/article/1,2261,774,00.html

http://www.boardsource.org/Bio.asp?ID=18

http://www.boardsource.org/Bio.asp?ID=20

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


http://www.boardsource.org/Bookstore.asp?Item=168

http://www.asaecenter.org/PublicationsResources/modelslist.cfm?ItemNumber=26846

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




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


http://www.associationforum.org/resources/practiceDetail.asp?objectID=822





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.

http://www.ritaemmett.com/

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

: [email protected]

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


Anticrastinate:

1.NOT belonging to tomorrow

2.to do it now and toss out guilt, anxiety, phony-baloney lies and feeling stupid


The High Cost Of Procrastination

The financial cost

The physical cost

The emotional cost

The stressful cost


Is this your office?


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.”


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.”


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.”


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.”


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.”


What have you put off that once accomplished,

will move you closer to

success & happiness?


Emmett’s Law

The dread of doing a task uses

up more time and energy than doing the task itself.


Sting


What REWARDwould motivate you to

DO SOMETHINGthat you've beenPUTTING OFF?


Fear ofWHAT

might cause a person to

PROCRASTINATE?


The PersonWho Never

Makes A MistakeProbably

Isn't DoingAnything


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


CLUTTER does NOT CLUTTER does NOT come from being:come from being:

messymessy lazy lazy

or disorganizedor disorganized


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:


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”


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.


Get Rid of Paper Clutter Get Rid of Paper Clutter FASTFASTFile

Act

Stand & Deliver

Toss or Recycle

© 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!

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


fall - chicago nlae program 2007 · 1) 8:00 a.m. watch rena sumner & sarah woody bibens run the...

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