Moving Forward Dance Alliance

My Own Management and Leadership Project

11/29/2013

Management & Leadership in the Arts; AAD620-201

Professor Sarah Corporandy

Table of Contents
Part 1: Description & Justification of Business.3
Part 2: Mission, Vision, & Values7
Part 3: Organizational Chart9
Part 4: Job Descriptions.11
Executive Director Job Description12
Program Director Job Description..14

Part 5: Recruitment & Retention Plans16

Recruitment Plan..17
Retention Plan..19

Part 6: Performance Management & Evaluation...21

Performance Self-Evaluation..23
Annual Employee Performance Evaluation..25

Part 7: Creation of the Board Structure, ByLaws, & Manual...27

ByLaws...34
Manual39
Board Retreat Agenda.40

Part 8: Management & Leadership Philosophy.42

Bibliography.45

Moving Forward Dance Alliance

Part 1: Description & Justification of Business

Moving Forward Dance Alliance

Moving Forward Dance Alliance

Moving Forward Dance Alliance is a
compassionate community of dance
professionals who provide guidance and support
as their peers transition through life. Dancers
young and old are invited to join the MFDA and
the supporting community that weve
established to cater to their needs. MFDA
provides opportunities for retiring dancers to
guide young dancers just starting their careers
and offers support to dancers retiring from the
stage who are beginning a new chapter in their
life.
The MFDA is housed in New York City. Our facility is equipped with three state-of-theart dance studio spaces which are used by the mentor and mentee duo to expand the
creative mind of both parties. Our studio spaces are available to all members seeking to
work collaboratively with other members of the MFDA. We also house two conference
spaces which are used for the educational and lecture-based programs that we offer.

Who is MFDA and what do they do?

Moving Forward Dance Alliance exists to serve young dancers ages 20 25 as well as
dancers leaving their professional careers. All young dance members should have a
degree in dance in order to participate in MFDA services. MFDA aids dancers
beginning their professional careers by providing them with the tools and guidance they
need to succeed in the
dance world. We also
aid retiring dancers as
they prepare to retire
from the stage by
providing support and
courage.
MFDA excels in
developing quality
relationships between
college graduates and
retired dancers. The
participants of this

Moving Forward Dance Alliance

program are able to work in a creative setting with their mentor to develop original
works. Our members are divided into three categories: Undergraduates, Recent
Graduates, and Retiring Professionals, each of which has a set of programs designed
specifically to cater to their transitioning needs.
The MFDA was created to assist dancers young and old as they transition through life.
Young dancers are in need of guidance upon and after graduating from college; thats
where MFDA steps in. MFDA assists young dancers in their search for jobs, auditions,
and more education post-college. Also, upon retirement from the stage, many dancers
are at a loss, not knowing what to do with their newfound spare time. MFDA assists
retiring dancers as they explore new hobbies and continue their dance education.

What services does MFDA offer?

Services provided will benefit recently graduated or expecting graduates of university
dance programs, as well as retired dancers. This organization has been developed to
help young dancers in their transitions from the university into the working dance world.
It will also serve as an artistic outlet for retired dancers still seeking to be involved in the
world of dance. The Moving Forward Dance Alliance houses three program areas. The
three program areas are:

Tomorrows Transitions To prepare graduating seniors, to aid recent college

graduates, and to support retiring professionals in their career and life transitions.
Creative Collaborations To provide college seniors, recent college graduates,
and retiring professionals with opportunities to work creatively in an intimate
setting.
Continuing Education To provide college seniors, recent college grads, and
retiring professionals with opportunities to participate in master classes to
continue their dance and movement education.

Within each program area, there are three specifically designed programs to help us
reach our goal of connecting dancers young and old. Our programs include:
Tomorrows Transitions Mock Auditions that will prepare seniors and recent
graduates for jobs in the dance world (includes resume building, interview prep,
and other self-marketing tools); Audition Announcements made available to
recent college graduates to aid them in their search for a professional career;
Moving Forward Dance Alliance

and New Chapters which is retirement support for professional dancers seeking
interest development and something to occupy their free time (includes
assistance in finding teaching jobs, residencies, etc.)
Creative Collaborations Senior Send-Off which provides college seniors,
recent college graduates, and retiring professionals with opportunities to work
creatively in an intimate setting; In the Interim which provides creative
collaboration between recent college graduates and professional/ retired
dancers; and Pros Create which provides opportunities for retired dancers to
work together collaboratively to produce creative works.
All Creative
Collaborations will have the opportunity to perform their pieces in a showcase at
the end of the year at a local theatre.

Continuing Education Master Class Mondays which provides college

seniors, recent college grads, and retiring professionals with opportunities to
participate in master classes to continue their dance and movement education;
History Hours which provides opportunities for recent college graduates to learn
about dance history and influences; and Keep on Movin which provides
opportunities for retired dancers to learn more about different genres of
movement; i.e. yoga, gyrotonics, pilates, Laban Movement Analysis, Zumba, etc.

Programs operate on membership fees. Fees vary depending on the category the
programs fall within. For example, all programs within the Creative Collaboration
program area will cost about $75/ person/ six month period. This fee includes exclusive
rights to one of the studio spaces during an allotted time frame, use of the sound
system, etc.

Moving Forward Dance Alliance

Part 2: Mission, Vision, & Values

Moving Forward Dance Alliance

Mission: Moving Forward Dance Alliance strives to connect emerging dance artists with
opportunities to be inspired by and learn from retired dancers. We aim to provide retiring
dancers with opportunities to rediscover passions in their newfound spare time. It is our
mission to fulfill the lives of dancers as they enter and exit their professional careers.

Vision: Connecting and supporting dance generations one step at a time.

Core Values:
Inspire younger generations

We seek to inspire younger generations of dancers so that the art form can
continue to grow and be loved by many

Encourage and support dancers in life and career transitions

We aim to support and encourage our dancers as they progress through their
life transitions as they exit and enter the professional dance world

Explore dance as an art form

We strive to provide opportunities for young dancers of today and tomorrow

with opportunities to continue learning and growing within their art form

Encourage relationships across generations

It is our goal to create lasting relationships that span generations so that the
legacies of yesterdays performers can survive after their retirement

Moving Forward Dance Alliance

Part 3: Organizational Chart

Moving Forward Dance Alliance

Moving Forward Dance Alliance

10

Part 4: Job Descriptions

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11

Executive Director Job Description

Summary Statement
The Executive Director is the President & Chief Executive Officer of Moving Forward Dance Alliance.
The Executive Director is responsible for all aspects of the organization and is responsible for the
organization's consistent achievement of its mission and financial objectives.
Supervisory Statement
The Executive Director reports to the Board of Directors.
Duties
Attend all Moving Forward Dance Alliance functions and programs
Oversee the committee chairs and assist them in their volunteer efforts
Oversee the heads of each department (Fundraising, Marketing, etc.) and assist them in
achieving their strategic vision for the fiscal year
Communicate with the Board of Directors about important MFDA business and happenings
Represent the MFDA by attending community events
Act as the MFDA company liaison & build invaluable contacts and relationships with a donor base
Skills, Knowledge, and Abilities
PERFORMANCE/ DANCE
Direct involvement in performing or choreographing a main-stage professional
performance for at least ten years.
Direct involvement in dance/ theatre technical production.
Comprehensive knowledge of dance history.
Experience working in culturally rich and diverse communities.
COMMUNICATIONS SKILLS
Experience cultivating and working effectively with a Board of Directors, including
chairperson and specific committees.
Excellent writing skills with the ability to develop written presentations, including reports
to the Board of Directors, the organizations newsletter, and website.
Ability and experience in oral presentations, for instance with editorial boards, small
groups and large conferences.
Education and Experience Required
The successful candidate will have a degree or significant studies in dance, arts administration, or the
equivalent in work history and experience (approximately 5-7 years.) Masters (M.A. / M.F.A) or
Doctoral (Ph.D.) degree preferred.
MANAGEMENT
Supervisory roles, preferably with regard to dance, arts administration, or other work
related to the arts.
Institutionbuilding experience taking organizations to the next level of effectiveness.
Demonstrable leadership, strategic thinking and planning skills, and ability to lead and
coach staff.
Experience in achieving and maintaining effective relationships with Board of Directors,
and effectively engaging the Board in the pursuit of the organizations mission.
Familiarity in reviewing job descriptions and carrying out performance evaluations.
FINANCE AND BUDGETING
Familiarity with financial statements, ability to understand operating results and detect
trends.
Experience in developing and monitoring operational and campaign budgets.

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FUNDRAISING
Demonstrable experience in developing and successfully implementing an organizationwide fundraising effort, including foundation, individual and legacy giving.
Physical Demands
Some physical activity may be required as this is a dance-oriented organization. Consideration will be
given to those in need.
Salary and Benefits
The Executive Director of the Moving Forward Dance Alliance is eligible to negotiate a salary
between $70-85,000 depending on their qualifications and previous experiences as an arts
administrator/ executive director. Salaried employees are eligible for group health insurance and paidtime off (including vacation and sick days).
Employment Status
This position is considered full-time, regular with some additional evening and weekend hours.
Candidates can expect to work approximately 50 hours/ week. Some travel is required.

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13

Program Director Job Description

Summary Statement
The Program Director is responsible for overseeing all aspects of program development and
execution for the Moving Forward Dance Alliance. The Program Director is responsible for the
organization's consistent achievement of its mission and financial objectives.
Supervisory Statement
The Program Director reports to the Executive Director.
Duties

Attend all Moving Forward Dance Alliance functions and programs

Create and develop strategic programming for the MFDA and its specific needs for the fiscal year
Oversee all programs and their operations and ensure compliance within the MFDA guidelines
Oversee all dance instructors, class instructors, fitness instructors, and career counselors
Communicate with the Executive Director about upcoming MFDA events and news
Coordinate activities between all MFDA departments
Represent the MFDA by attending community events

Skills, Knowledge, and Abilities

PERFORMANCE/ DANCE
Direct involvement in the production of a main-stage professional performance for at least
five years.
Direct involvement in dance/ theatre technical production.
Comprehensive knowledge of dance history.
Experience working in culturally rich and diverse communities.
Education and Experience Required
The successful candidate will have a degree or significant studies in dance, arts administration, public
relations, communications, or the equivalent in work history and experience (approximately 5-7
years.) Masters (M.A. / M.F.A) degree preferred.
MANAGEMENT
Supervisory roles, preferably with regard to dance, arts administration, or other work
related to the arts.
Demonstrable leadership, strategic thinking and planning skills, and ability to lead and
coach staff.
Familiarity in reviewing job descriptions and carrying out performance evaluations.
Ability to coordinate and manage a staff of at least twenty personnel.
Capacities to motivate, cultivate, and develop the potential in personnel.
FINANCE AND BUDGETING
Familiarity with financial statements, ability to understand operating results and detect
trends.
FUNDRAISING
Demonstrable experience in developing and successfully implementing an organizationwide fundraising effort, including foundation, individual and legacy giving.
COMMUNICATIONS
Excellent writing skills with the ability to develop written presentations, including reports
to the Board of Directors,
the organizations newsletter, and website.
Ability and experience in oral presentations, for instance with editorial boards, small
groups and large conferences.

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Physical Demands
Some physical activity may be required as this is a dance-oriented organization. Consideration will be
given to those in need.
Salary and Benefits
The Program Director of the Moving Forward Dance Alliance is eligible to negotiate a salary between
$50-65,000 depending on their qualifications and previous experiences as a program director.
Salaried employees are eligible for group health insurance and paid-time off (including vacation and
sick days).
Employment Status
This position is considered full-time, regular with some additional evening and weekend hours.
Candidates can expect to work approximately 50 hours/ week. Some travel is required .

Moving Forward Dance Alliance

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Part 5: Recruitment & Retention

Moving Forward Dance Alliance

16

Recruitment Plan
At the Moving Forward Dance Alliance, it is important to build a culture and environment
of trust, comfort, and creativity for our clients. Therefore, it will be important to seek
employees and volunteers that possess the following qualities, skills, and/or
qualifications:
A passion for dance,
A college degree in dance or experience in a related field,
A college degree or experience working in counseling or career
advancement/ services,
A loving, caring nature,
A capacity to work well with others,
An eagerness to learn,
An eagerness to teach,
Abilities to work in both office and studio settings,
Knowledge of basic technology,
A compassionate soul,
An eagerness to help others realize and achieve their dreams.

By seeking out employees and

volunteers who possess these
qualities, MFDA will be able to provide
our clients with opportunities to
succeed, learn, and grow as dancers.
Of course, we realize that no one
person possesses all of these
qualities, but it will be beneficial to
employ people who are willing to learn
new things so that we can build the
capacity to change many lives.
Ideally, MFDA would like to employ a variety of dance professional/ individuals. We
seek to employ at least two undergraduate dance students, one graduate student, two
career counselors, two professional dancers, and two retired dancers among our staff.
Since MFDA is located in New York City, these employees would need to be NYC
natives. NYC natives know the ins and outs of living in the city and will provide valuable
insight and knowledge to those seeking help. By employing these individuals, we would
be representing the three categories of dancers we seek to serve: students graduating
from dance programs, recent graduates of dance programs, and retiring dancers.
These individuals would help the MFDA to realize what our clients need, how our
organization is helping them, and what more we should be doing to help them achieve
success. Of course they wont be our only employees, but they will be the driving
factors in determining what more we need to do for our clients.

Moving Forward Dance Alliance

17

To find these specific kinds of employees, we will need to be associated with various
organizations in the NYC area. For example, we would greatly benefit from be affiliated
with institutions such as, New York University Tisch School of the Arts, Marymount
Manhattan College, The Hunter College of Dance at CUNY, and other organizations
such as Career Transitions for Dancers, and various dance companies. By building
relationships with these institutions, MFDA will provide vital access and support to those
who may be in need of our services. These relationships will build bridges linking their
clients (students and dancers) to us.
Obviously, MFDA will be directly tied into the dance and performing arts community of
NYC. Our goal is to inform the individuals of these communities that we are here to
support, encourage, and assist them in their life and career transitions as dancers. Who
knows, maybe someday well have a group of people in the theatre or music scene of
NYC seeking our help. Its all about helping people realize and maximize their potential.
If that were the case, we would definitely need to be in contact with a group on
Broadway so we knew we could accommodate everyone who needed our assistance.
As stated previously, we would greatly
benefit from having relationships with
numerous universities and dance companies
in NYC. To build those relationships and to
expand the MFDA network, we would need
to contact and appeal to the department
chairpersons/ artistic directors of those
organizations. By stating our case for why
we see the need for this service, MFDA
could potentially receive funding from these
sources and build strong, trusting
relationships with these individuals who
would send clients in our direction if they
needed our services. I most definitely think
that solidifying relationships with universities
in NYC will be detrimental to the success of
MFDA. Without their support and
assistance, I dont know how we could
possibly assist the most people in need as
we hope to.
In recruiting the types of people outlined above, I believe that we would be relying on
information and advisement from the dance department chairpersons to recommend
students and post-graduates with the most potential to succeed with MFDA. Of course
we would still do our own searching and screening of employees, but recommendations
will definitely be taken into consideration upon their application. In regards to finding
employees outside of the university setting, we would need to appeal to dance
professionals who have already retired and have advice or knowledge about what to do
next.

Moving Forward Dance Alliance

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Overall, MFDA seeks to portray an image of creativity, support, trust, and comfort. We
exist to support and aid dancers in life transitions so that the least amount of instability
and unease is caused. With luck, MFDA will be successful in assisting many individuals
in their life transitions as dancers. It will be up to us to make sure we have a supportive
and eager staff that is willing to assist us in achieving our goals and making the
transition experience comfortable and successful for our clients.

Retention Plan
At the Moving Forward Dance Alliance, we value our employees and want to keep them
with us as long as possible. Therefore, we strive to create a culture of creativity,
professionalism, loyalty, and trust to our valued employees. It will be an essential
aspect of our operations to develop and implement a retention plan that will provide
both the organization and the employees with benefits.
Our retention plan will include several factors that we feel will keep our employees
happy and satisfied with their jobs at the MFDA. Included in the retention plan is the
following:
1. A 90-day trial period.
A trial period serves as an evaluation period in which both the employee
and the MFDA can determine whether this employee is a good fit for the
organization.
2. Monthly check-in meetings.
Monthly check-in meetings allow the ED or the department supervisors to
meet with each employee and talk with them about what their needs are,
what is motivating them and what isnt, etc.
3. Encouraging employee feedback.
By encouraging employee feedback, employees will have the opportunity
to feel like theyve made a difference in the organization and have a say in
what the organization does.
4. Showing appreciation.
By recognizing and showing appreciation for a job well done, be it
personal, work related, or whatever, employees will realize that their work
is being seen and that it is appreciated.
5. Showing support.
By supporting employees in times of high-stress or crisis, it will show the
employees that you care about their well-being and support them in their
times of need.
6. Encouraging / offering personal and professional development.
By encouraging both personal and professional development, it shows
employees that you want them to grow and advance within the
organization.

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7. Incentive programs.
By offering incentives, such as iPads, vacation days, free classes, etc.,
employees may be enticed to work harder and stay with the organization
to potentially receive some of these incentives.
At the MFDA, we encourage creativity, which will be one of the main incentives that
keeps our employees happy. Due to the fact that many of our employees, if not all, will
be dancers, we can market creativity as one of our major incentives for working for the
MFDA. Other than creativity, we value loyalty, professionalism, and trust. These are
things that will appeal to our employees and will keep them with us for many years.
In determining whether or not our employees are happy, we will utilize a variety of
surveys. One major survey will be the employee satisfaction survey which will be
administered with each employee evaluation, and the second major survey will be an
employee exit survey which will be administered when any employee quits or is
terminated. These surveys will serve as our major indicators of employee satisfaction.
Satisfaction will also be evaluated based on factors such as employee morale, team
work, attitude/ behavior, and productivity. Shown below is an example of our Employee
Satisfaction survey.
Name:
Department:
Position:
Length of employment:
In your opinion and position as a MFDA employee, please rank Moving Forward Dance Alliance on the following
questions by circling the best choice.
Overall, how satisfied are you with
Very
Somewhat
Satisfied
Neutral
Dissatisfied
your position at the MFDA?
satisfied
dissatisfied
Do you feel that employees are
Always
Usually
Sometimes
Rarely
Never
recognized as individuals?
How motivated are you to see the
Very
Somewhat
Not very
Not at all
Not sure
MFDA succeed?
motivated
motivated
motivated
motivated
How flexible is the MFDA with
Very
Somewhat
Somewhat
Very
Neutral
respect to your family responsibilities?
flexible
flexible
inflexible
inflexible
I receive enough opportunity to interact
Strongly
Strongly
Agree
Neutral
Disagree
with other employees on a formal level
agree
disagree
Strongly
Strongly
I have a clear path for advancement
Agree
Neutral
Disagree
agree
disagree
Strongly
Strongly
My job requirement are clear
Agree
Neutral
Disagree
agree
disagree
In thinking about the variety of tasks
that my position requires, I feel there
Too many
Not enough
Just enough
are:
I would refer a friend or someone I
Yes,
know to apply for a job with the
Probably
Not sure
Probably not Definitely not
definitely
MFDA
Moving Forward Dance Alliance

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Part 6: Performance Management & Evaluation

Moving Forward Dance Alliance

21

At the Moving Forward Dance Alliance, performance management and evaluation

systems will consist of the following:
Semi-Annual Performance Evaluations: Semi-annual performance
evaluations happening in March, June, October, and December of each year. A
formal meeting will occur between employees and their supervisors in which they
will outline and determine the employees successes, future goals, and areas of
improvement. Employees who have been employed with MFDA for more than
five years will receive performance evaluations bi-annually.
Meetings: Involved in each of these meetings will be the employee and their
direct supervisor. Once all performance meetings have been conducted,
supervisors will meet with the Executive Director to discuss findings and
determine if further actions is needed for any employees.
Self & Supervisor Completed Evaluations: To evaluate employee
performance, both a self-evaluation and supervisor evaluation will be completed.
Evaluations will differ, but will be similar in nature. Samples with directions for
completion can be found below. Evaluations will be sent to the ED for final
review.
Scale Ratings: Employees will be evaluated on a scale ranging from one to
three; one being exceeds expectations, and three being needs improvement.
Areas of Performance: Employees can expect to be evaluated in the following
areas:

Knowledge of work

Quality of work

Productivity

Initiative

Job knowledge

Job interest

Organization

Dependability

Flexibility

Oral communication

Work relations

Problem solving

Work habits

Written communication

Attitude

Accomplishment of goals

Moving Forward Dance Alliance

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Moving Forward Dance Alliance

Performance Self-Evaluation
Employee:
Title:
Supervisor & Title:
Signature and Date:
The goal of the semi-annual performance evaluation at Moving Forward Dance Alliance is for
employees to reflect on their performance over the previous months and to identify areas of peak
performance and areas where performance could be improved. This document supports the first step
in the process and helps to facilitate the conversation between the employee and their supervisor.
Annual Performance Evaluation Steps:
1. Employees should respond to the questions on the following page in a separate document.
Please print one copy for your supervisor and return it to them with a completed (signed) copy
of this cover sheet.
2. After the employee provides a copy of the written response and cover sheet to their supervisor,
the supervisor and the employee will meet to review the employees performance. During this
meeting, the employee and supervisor will also come to agreement on the employees goals
for improvement for the upcoming months.
3. After the meeting, the supervisor will write a one to two page memo which summarizes the
discussion during the meeting, provides additional feedback on the employees self-evaluation,
and formalizes the employees goals for improvement. The employee will receive a copy of this
memo, and if desired, can provide a written response.
4. As the last step of the process, both the supervisor and the employee will sign the supervisors
memo to acknowledge that the evaluation process is complete and that all relevant documents
have been reviewed and discussed together.
Please note that neither this form nor any action taken as a result of this form in any way alters the
employment at will status of all employees at the Moving Forward Dance Alliance.
Review of Tasks and Accomplishments in the Previous Months
Indicate the three to five primary duties of your position over the previous months. Use your job
description as a resource if necessary. For each duty listed, comment on how well you performed
your responsibilities. Use specific examples and quantifiable results when possible. Highlight
achievements and note where improvement is needed. Include a description of the primary intended
beneficiaries or audiences for each duty and describe how effectively their needs where met. Please
keep your response to two single spaced pages or less.
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Additional Contributions to Moving Forward Dance Alliance in the Previous Months

Identify any additional areas in which you made work-related contributions to Moving Forward
Dance Alliance in the previous months. Please keep your response to one-half of a single spaced
page or less.
Review of Past Months Goals for Improvement
If applicable, review the goals that you and your supervisor jointly established at the previous
meeting (or at any time during the year). Please comment on your progress toward achieving each
goal. Highlight successful outcomes. Comment on further action that might be needed to fully
accomplish the goal. Please keep your response to one single spaced page or less.
Goals for Improvement for Upcoming Year
Please propose at least three goals for professional and/or performance improvements for
yourself in the coming year. For each, provide a brief plan for how you would accomplish the goal. If
there is something you need from your supervisor or from Moving Forward Dance Alliance to
accomplish the goal, please mention it at the end of your plan. Please keep your response to one
single-spaced page or less.
Optional Final Statement
Add a final statement addressing other relevant matters that could put your performance into
perspective. Please keep your response to one-half of a single spaced page or less.

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Moving Forward Dance Alliance

Annual Employee Performance Evaluation
The purpose of evaluation form is to conduct a formal review of the employees job performance and
accomplishments, as well as the working relationship between the employee and supervisor.
EMPLOYEE NAME:
JOB TITLE:
SUPERVISED BY:
HIRE DATE:
DATE OF PERFORMANCE EVALUATION:
PERFORMANCE EVALUATION PERIOD:
APPRAISED BY:
Definitions:
1-Exceeds Expectations
This rating requires an employee to have clearly and demonstrably exceeded most if not all
expectations for the position as defined in the job description, any annual goals, and any other
guidance provided to the employee during the year. Employees who have not fully addressed
previously-communicated performance concerns or issues should not expect to receive this rating.
This rating is reserved for truly exceptional performance and will not be 'graded on a curve'. Most
employees should not expect to receive this rating, but all should strive for it.
2-Meets Expectations
This rating will be assigned to employees who have met most or all performance expectations for the
position as defined in the job description, any annual goals, and any other guidance provided to the
employee during the year. This rating will be indicative of solid performance sufficient to maintain
employment at and to enjoy a successful career with the organization. Employees who receive this
rating should be proud of their performance and will be provided with clear guidance on what
additional performance factors would have contributed to receiving an Exceeds Expectations rating.
3-Needs Improvement
This rating will be assigned to employees who have not met many of the performance expectations
for the position as defined in the job description, any annual goals, and any other guidance provided
to the employee during the year. This rating will be indicative of poor performance that puts the
employee's continued employment with the organization at risk. Employees who receive this rating
will be provided with a time-delimited Performance Improvement Plan that will include clear steps and
performance targets the employee must achieve in order to continue employment.
Ratings: 1=exceeds expectations; 2=meets expectations; 3=below expectations, needs
improvement; N/A=not applicable to this position

25

Skill Area
Knowledge of work
Quality of work
Productivity
Initiative
Job Interest
Job Knowledge
Organization
Dependability
Flexibility
Oral Communication
Work relations
Problem-solving
Work habits
Written communication
Attitude
Accomplishment of
Goals

Rating

Comments

LIST 3 KEY STRENGTHS TO CONTINUE:

LIST 3 KEY DEVELOPMENT OPPORTUNITIES:

APPRAISERS OVERALL SUMMARY:

APPRAISERS OVERALL RATING:

1-Exceed Expectations ___
2-Meets Expectations ___
3-Needs Improvement ___

Appraisers Signature: ______________________________ Date: ________________

Employees Signature: _____________________________ Date: _________________

26

Part 7: Creation of the Board Structure, ByLaws, & Manual

27

Listed below is an example of the ideal Board of Directors to serve the Moving Forward Dance
Alliance and the potential officer holding they may have.
Name/
Background

Job/ Title

Community
Connections

Areas of
Expertise

Financial
Standing

Officer
Position

Sean Curran,
54, originally
from Boston,
Mass, has been
dancing since he
was a young boy
and holds a
degree from the
Tisch School for
the Arts.

Tisch School
for the Arts at
NYU, Dance
Department
Chairperson

Connections to
numerous
universities with
dance
programs in
NYC and dance
companies

Administrative,
Managerial

Dance

Upper
class

President

Cherylyn
Lavagnino, 52,
has performed
nationally and
internationally
with numerous
dance
companies
throughout her
career and has
dedicated her
life to the art of
dance.

Tisch School
for the Arts at
NYU, Dance
Department
Chairperson

Connections to
numerous
universities with
dance
programs in
NYC and dance
companies

Administrative,
Managerial

Dance

Upper
class

N/A

Kristine S. Hsu,
29, is a pro-bono
lawyer who has
developed a
passion for the
arts and
assisting artists
with their legal
issues.

Volunteer
Lawyers for
the Arts, Staff
Attorney

Connections to
various arts
organizations
and volunteer
pro-bono
lawyers in NYC

Editing, Legal

Legal
Expertise

Upper
class

Secretary

Luis Nieto
Dickens, 27, is a
graphic
designer.

Volunteer
Lawyers for
the Arts,
Marketing
and Design
Director

Connections to
various arts
organization
and volunteer
pro-bono
lawyers in NYC

Marketing,
Graphic design,
Managerial

Graphic
Design

Middle
class

N/A

Skills

28

Lauren Lyons
Cole, 39,
financial expert
and personal
finance
contributor
forTheStreet.co
m, where she
shares her best
money tips
in short,
engaging
videos.

Certified
Financial
Planner, Selfemployed

Jacob Goldburd,
64.

Goldburd &
Co. C.P.A.

Robert Battle,41,
Artistic Director
for the AAADT
since July of
2011.

Alvin Ailey
American
Dance
Theater,
Artistic
Director

John Krasno,
57.

Parsons
Dance
Company,
Executive
Director

Michael L.
Royce, 53.

New York
Foundation
for the Arts,
Executive
Director

Connections to
many media
venues

Financial
planning,
Politics,
Advocacy,
Marketing

Financial
planning

Upper
class

N/A

Accounting
and Auditing
Real Estate
Taxation
Estate and
Financial
Planning
Individual
and Small
Business
Taxation
Partnerships
S-Corps
Corporations
Limited
Liability
Corporations
Limited
Liability
Partnerships
Estates and
Trusts
Not For
Profit entities

Upper
class

Treasurer

Dance,
Nonprofit
Management

Dance

Upper
Class

N/A

Dance,
Nonprofit
Management

Dance

Upper
Class

VicePresident

Arts

UpperMiddle
Class

Assistant
Treasurer

Connections to
various
accounting
Accounting
firms and
partners in NYC

Connections to
various dance
companies in
NYC and
around the
world
Connections to
various dance
companies in
NYC and
around the
world
Connections to
various arts
organizations in
NYC

Administrative,
Managerial,
Fundraising,
etc.

29

Carol Schmidt,
31, began her
professional
dance career at
the age of 19
with the Mark
Morris Dance
Company.
Jane Ross, 35,
began her
professional
dance career at
the age of 21
with the
American Ballet
Theatre where
she danced for
10 seasons.

Mark Morris
Dance,
Professional
Dancer

Connections to
numerous
dance
professionals,
dance
companies, etc.

Dance

Dance

Middle
Class

N/A

Retired,
Professional
Dancer

Connections to
numerous
dance
professionals,
dance
companies, etc.

Dance

Dance

Middle
Class

N/A

The Moving Forward Dance Alliance Board of Directors will consist of the following Committees:
Executive Committee:
The Executive Committee will oversee all of the activities of the Moving Forward Dance
Alliance Committees and their operations. It will consist of the President, Vice-president, Treasurer,
and Secretary.
The Committee will be responsible for:
Providing leadership to MFDA;
Organizing the day to day affairs of the MFDA;
Appointing an individual or group of individuals to perform specific work or an
ongoing function for MFDA;
Proposing the amount of dues;
Administering the assets;
Providing timely notification of progress towards goals and other wise acts to fulfill
the goals of the MFDA;
Leading and managing the MFDA;
Setting the annual goals and priorities of the MFDA;
Meeting at least twice a year
Finance & Audit Committee:
This committee will oversee independence of the organizations audit functions and its
compliance with legal and ethical standards. The committee will also oversee financial planning and
management of the organization by ensuring all fiscal aspects of the operation are in order. This
committee will consist of at least five members.
The Committee will be responsible for:
Organizational financial planning;
Preparing the draft of the annual budget and present to the Board for approval;
Monitoring and adjusting budget throughout the year; continued

30

Monitoring the so that adequate funds are available for the plan;
Safeguarding organizational assets;
Drafting organizational fiscal policies;
Anticipating financial problems;
Ensuring that the Board receives accurate and complete fiscal information;
Assisting other Board members in understanding the financial statements and the
general financial situation of the Moving Forward Dance Alliance;
Making sure the Moving Forward Dance Alliance is in compliance with federal, state,
and local regulations;
Sustaining the Committee itself.
Marketing and Public Relations Committee:
This committee will be responsible for developing a marketing and public relations plan for the
Moving Forward Dance Alliance which will be implemented by the Board, Moving Forward Dance
Alliance staff and long-term volunteers. The plan will effectively communicate the Moving Forward
Dance Alliance message and mission through various media channels as well as to the general
public. This committee will consist of at least four members.
The Committee will be responsible for:
Preparing the Moving Forward Dance Alliance marketing and public relations plan;
Developing the review process for the development of community and public relations
materials including the Moving Forward Dance Alliance monthly newsletter,
pamphlets, videos, website, other materials;
Preparing media tools (pamphlets, PowerPoint presentations, dvds/videos, etc.) that
can be used to promote the Moving Forward Dance Alliance;
Training Board members and staff in implementation of the plan
Fundraising and Development Committee:
This committee will develop the fundraising plan that includes establishing annual and capital
campaigns, execution of major gifts, and planned giving as well as special events, grant proposal
development, and solicitation of businesses and individuals for gifts. This committee will consist of at
least five members.
The Committee will be responsible for:
Preparing the annual fundraising plan and presenting it to the Board for approval;
Organizing the annual campaign, ensuring 100% of the Board;
Meeting with potential individual and business donors to explain goals of the Moving
Forward Dance Alliance, including other Board members as appropriate;
Identifying and organizing 3-4 annual fund raising special events and/or sales that will
benefit the Moving Forward Dance Alliance; continued

31

 Monitoring grant funding sources (federal, state, local, corporate, foundation) and
recommending sources to the Board for funding;
Preparing and submitting, with Board approval, grant proposals;
Studying and making recommendations to the Board regarding other fundraising and
development initiatives.

Human Resource Committee:

This committee will review staffing needs and determine ways that those needs can be met
through a combination of paid and volunteer staff. This committee will consist of at least four
members.
The Committee will be responsible for:
Developing and updating the Moving Forward Dance Alliance human resource and
personnel policies and procedures manual;
Preparing the Moving Forward Dance Alliance human resource budget including costs
associated with wages, benefits, staff training;
Reviewing staffing needs and making recommendations to the Board, considering
funding sources for any salary or wage-earning personnel;
Preparing job descriptions for all existing and proposed paid, long-term and short-term
volunteer positions;
Reviewing and updating various forms and clearances completed by short-term and
long-term volunteers;
Recruiting paid and volunteer staff;
Interviewing candidates for paid and long-term volunteer staff;
Developing training materials for new paid and long-term volunteer staff.
Ensuring new paid and long-term volunteer staff have adequate orientation and
training throughout their tenure at the Moving Forward Dance Alliance;
Reviewing the performance of paid and long-term volunteer staff.
Recommending to the Board wage and benefit levels for paid staff.
Recommending to the Board dismissal of paid and long-term volunteer staff as
necessary.

Nominating and By-Laws Committee:

This committee will identify Board members who will embrace and work toward the Moving
Forward Dance Alliance mission. This committee will consist of at least five members.
The Committee will be responsible for:
Assessing Board membership needs and communicating those needs to the existing
Board;
Recruiting and interviewing potential Board members; continued

32

 Recommending new Board members for the existing Boards review and selection;
Developing new Board member orientation materials and providing orientation for all
new Board members;
Developing policies and procedures for nominating, approving, and bringing new
Board members on board;
Developing and presenting to the Board the slate of officers;
Training the Board so that all members understand the process for altering the
Moving Forward Dance Alliance by-laws;
Redrafting the existing Moving Forward Dance Alliance by-laws;
Submitting recommended changes to the by-laws to the Moving Forward Dance
Alliance Board for its approval;
Submitting approved changes in the by-laws to the New York Department of State
with appropriate legal advice.

Program Committee:
This committee will ensure that the Moving Forward Dance Alliance initiatives and programs
are in keeping with the mission, reflect the needs/desires/talents of the dance community, make best
use the space and schedule, are within the fiscal limitations of the budget and are self-sustaining
whenever possible, and are fairly priced whenever fees are set. This committee will consist of at least
four members.
The Committee will be responsible for:
Outlining desired goals and outcomes for each Moving Forward Dance Alliance
program;
Monitoring progress toward desired goals and outcomes;
Annually reviewing the effectiveness of each program, recommending to the Board
program changes, as necessary;
Preparing a budget for each program area for Board review and approval;
Determining cost of individual programs so that, whenever possible, they are selfsustaining;
Working closely with the Fundraising and Development Committee to suggest
program initiatives that would require additional external funding;
Reviewing and approving any new programs that go beyond the current scope of
program offerings.

33

MOVING FORWARD DANCE ALLIANCE

BYLAWS
ARTICLE I: Purposes of the Corporation
Section 1.01 Purposes. As set forth in the Articles of Incorporation, the Moving Forward
Dance Alliance is organized exclusively for charitable and educational purposes. These
purposes include:
Mission: Moving Forward Dance Alliance strives to connect emerging dance artists with
opportunities to be inspired by and learn from retired dancers. We aim to provide retiring
dancers with opportunities to rediscover passions in their newfound spare time. It is our
mission to fulfill the lives of dancers as they enter and exit their professional careers.
Programs Areas: Tomorrows Transitions, Creative Collaborations, and Continuing
Education.
Programs: Mock-Auditions, Audition Announcements, New Chapters, Senior Send-Off, In the
Interim, Pros Create, Master Class Mondays, History Hours, and Keep on Movin.
ARTICLE II: Board of Directors
Section 2.01. Power of Board. The affairs of Moving Forward Dance Alliance shall be
managed by the Board of Directors. Directors may be residents of the state of New York, other
parts of the United States, or other countries.
Section 2.02. Number of Directors. The number of Directors of Moving Forward Dance
Alliance shall be not less than three nor more than eleven. The number of Directors may be
increased or decreased from time to time by amendment to the Bylaws. No decrease shall
shorten the term of any incumbent Director nor shall the number of Directors be decreased at
any time to less than three.
Section 2.03. Election and Term of Directors.
(a) The first Board of Directors of the Moving Forward Dance Alliance shall consist of
those persons named in the Articles of Incorporation. Such persons shall hold office
until the first annual election of Directors.
(b) Election of Board members shall occur at each annual meeting of the Board of
Directors. The terms of directors shall be staggered. Initial Board members shall serve
staggered terms of one and two years. Thereafter, Board members shall serve two-year
terms with approximately half of the Directors elected at each annual meeting. Each

34

director shall hold office until the annual meeting when his/her term expires and until
his/her successor has been elected and qualified.
Section 2.04 Qualifications. A majority of Directors must reside in the United States. A
majority of Directors should have professional work experience in dance of at least ten years.
Section 2.05. Vacancies. Vacancies shall be filled by majority vote of the remaining members
of the Board of Directors for the unexpired term. A director elected to fill a vacancy shall be
elected for the unexpired term of his/her predecessor in office and shall serve until his/her
successor is elected and qualified.
Section 2.06 Removal of Directors. A director may be removed by a majority vote of the
Board of Directors, at any regularly scheduled or special meeting of the Board of Directors,
whenever in its judgment the best interests of the Corporation would be served
thereby.
Section 2.07 Resignation. Except as otherwise required by law, a director may resign from
the Board at any time by giving notice in writing to the Board. Such resignation shall take effect
at the time specified therein, and unless otherwise specified therein, no acceptance of such
resignation shall be necessary to make it effective.
Section 2.08 Quorum of Directors and Action by the Board. Unless a greater proportion is
required by law, a majority of the directors then in office shall constitute a quorum for the
transaction of business. If a quorum is present at the commencement of a meeting, a quorum
shall be deemed present throughout such proceedings. Except as otherwise provided by law
or by the Articles of Incorporation or these Bylaws, the act of a majority of the directors present
at a meeting at which a quorum is present shall be the act of the Board.
Section 2.09 Meetings of the Board.
(a) Meetings of the Board of Directors, regular or special, may be held at such place
within or without New York City and upon such notice as may be prescribed by
resolution of the Board of Directors.
(b) An annual meeting shall be held once a year at a time and location set by the Board
of Directors. The Board shall hold at least six regular meetings a year, but may meet
more frequently if circumstances require.
(c) A director's attendance at any meeting shall constitute waiver of notice of such
meeting, excepting such attendance at a meeting by the director for the purpose of
objecting to the transaction of business because the meeting is not lawfully called or
convened.

35

(d) Neither the business to be transacted at, nor the purpose of, any regular or special
meeting of the Board of Directors need be specified in the notice or waiver of such
meeting.
Section 2.10 Voting. Each Director shall have one vote. All voting at meetings shall be done
personally, by e-mail, or by telephone call, and no proxy shall be allowed.
Section 2.11 Compensation. Directors shall not receive any compensation from the Moving
Forward Dance Alliance for services rendered to the Corporation as members of the Board,
except that directors may be reimbursed for expenses incurred in the performance of their
duties to the Corporation, in reasonable amounts based on policies approved by the Board.
Section 2.12 Absence. Each Board member is expected to communicate with the
Chair/President in advance of all Board meetings stating whether or not s/he is able to attend
or participate by conference telephone or other agreed-upon means of communication. Any
Board member who is absent from three successive Board meetings or fails to participate for a
full year shall be deemed to have resigned due to non-participation, and his/her position shall
be declared vacant, unless the Board affirmatively votes to retain that director as a member of
the Board.
ARTICLE III: Officers, Agents, and Employees
Section 3.01. Officers. The Board of Directors of Moving Forward Dance Alliance shall elect a
President, a Vice-President, a Secretary, and a Treasurer. Officers shall not receive any salary
and must be directors of the Corporation. Any two offices may be held by the same person,
except that the President may not hold another office.
Section 3.02 Term of Office. The officers of Moving Forward Dance Alliance shall be elected
for one-year terms at the regular annual meeting of the Board of Directors. Vacancies may be
filled or new offices created and filled at any meeting of the Board. Each officer shall hold office
until a successor shall have been duly elected or appointed and qualified.
Section 3.03 Removal. Any officer may be removed by a majority vote of the Board of
Directors in office whenever in the Board's judgment the best interests of the Corporation will
be served thereby.
Section 3.04 Resignation from Office. Officers may resign at any time by providing written
notice to the Chair.
Section 3.05 Agents and Employees. The Board of Directors may choose to appoint an
Executive Director, who shall serve at the pleasure of the Board. The Executive Director shall
hire, direct, and discharge all other agents and employees, who shall have such authority and
perform such duties as may be required to carry out the operations of the Corporation. Any

36

employee or agent may be removed at any time with or without cause. Removal without cause
shall be without prejudice to such person's contract rights, if any, and the appointment of such
person shall not itself create contract rights.
Section 3.06 Compensation. The Corporation may pay compensation in reasonable amounts
to agents and employees for services rendered. The Board shall determine the level of
compensation of the Executive Director, and shall approve compensation guidelines for other
categories of employees. The Board may require officers, agents, or employees to give
security for the faithful performance of their duties.
ARTICLE IV: Indemnification
Section 4.01 Unless otherwise prohibited by law, the Moving Forward Dance Alliance shall
indemnify any director or officer or any former director or officer, and may by resolution of the
Board of Directors indemnify any employee, against any and all expenses and liabilities
incurred by him or her in connection with any claim, action, suit, or proceeding to which he or
she is made a party by reason of being a director, officer, or employee. However, there shall
be no indemnification in relation to matters as to which he or she shall be adjudged to be guilty
of a criminal offense or liable to the Moving Forward Dance Alliance for damages arising out of
his or her own gross negligence in the performance of a duty to the Moving Forward Dance
Alliance.
Section 4.02 Amounts paid in indemnification of expenses and liabilities may include, but
shall not be limited to, counsel fees and other fees; costs and disbursements; and judgments,
fines, and penalties against, and amounts paid in settlement by, such director, officer, or
employee. The Moving Forward Dance Alliance may advance expenses or, where appropriate,
may itself undertake the defense of any director, officer, or employee. However, such director,
officer, or employee shall repay such expenses if it should be ultimately determined that he or
she is not entitled to indemnification under this Article.
Section 4.03 The Board of Directors may also authorize the purchase of insurance on behalf
of any director, officer, employee, or other agent against any liability incurred by him which
arises out of such person's status as a director, officer, employee, or agent, whether or not the
Moving Forward Dance Alliance would have the power to indemnify the person against that
liability under law.
ARTICLE V: Miscellaneous
Section 5.01. Fiscal Year. The fiscal year of the corporation shall be from August through July
or such other period as may be fixed by the Board of Directors.
Section 5.02 Gifts. The Board of Directors may authorize the Executive Director and the
Secretary, as well as the Chair, to accept on behalf of the Corporation any contribution, gift,
bequest, or devise for the purposes of Moving Forward Dance Alliance.

37

Section 5.03 Checks, Drafts, Loans, Etc. All checks, drafts, loans, or other orders for the
payment of money, or to sign acceptances, notes, or other evidences of indebtedness issued
in the name of Moving Forward Dance Alliance shall be signed by such officer or officers,
agent or agents of the Corporation and in such manner as shall be from time to time
determined by the Board of Directors. In the absence of such determination, such instrument
shall be signed by the Chair, except that disbursements over a specific amount, to be set by
the Board from time to time, shall be considered "special disbursements" and must be
approved in advance by the Board of Directors.
Section 5.04 Deposits. All funds of the Corporation shall be deposited to the credit of the
Corporation in such banks, trust companies, or other depositories as the Board of Directors
may from time to time select.
Section 5.05 Books and Records to be Kept. The Corporation shall keep at its registered
office in New York City (1) correct and complete books and records of account, (2) minutes of
the proceedings of the Board of Directors and any committee having any of the authority of the
Board, and (3) a record of the names and addresses of the Board members entitled to vote. All
books and records of the Corporation may be inspected by any Board member having voting
rights, or his/her agent or attorney, for any proper purpose at any reasonable time.
Section 5.06 Amendment of Articles and Bylaws. The Articles of Incorporation and the
Bylaws of the Corporation may be adopted, amended, or repealed by a majority vote of the
directors then in office, provided that at least ten days' written notice has been given each
member of the Board of the intention to adopt, amend, or repeal the Articles of Incorporation or
the Bylaws.
Section 5.07 Loans to Directors and Officers. No loans shall be made by the Corporation to
its directors or officers.

38

MOVING FORWARD DANCE ALLIANCE

BOARD OF DIRECTORS MANUAL
Part A. Board Duties and Responsibilities
1. To uphold the mission, vision, and core values of the Moving Forward Dance
Alliance in all aspects of life.
2. To represent the Moving Forward Dance Alliance with grace, dignity, and
respect within the immediate community surrounding the MFDA and the
communities around us.
3. To promote the Moving Forward Dance Alliance within and around the
community and represent the MFDA in a positive light.
4. To participate in all Moving Forward Dance Alliance events, fundraisers, etc.
5. To provide financial oversight to the Moving Forward Dance Alliance in
regards to the annual budget and to review the quarterly expense and
revenue sources of the MFDA.
6. To participate in at least one committee structure within the Moving Forward
Dance Alliance.
7. To recruit, interview, and train the Executive Director of the Moving Forward
Dance Alliance.
8. To work as a team who holds the Moving Forward Dance Alliance at the
center of the group. The board acts as the glue that holds the Moving
Forward Dance Alliance together.
Part B. The Boards Annual Schedule (For the 2013-2014 Year)
August 2013 (First Board meeting of the 2013-14 year.)
September 2013 (Weekend Board retreat to the Catskill Mountains)
October 2013 (regular Board meeting)
December 2013 (regular Board meeting)
January 2014 (One-day Board retreat)
February 2014 (regular Board meeting)
April 2014 (regular Board meeting)
May 2014 (Creative Collaborations Gala performances: Board attendance is
required)
June 2014 (regular Board meeting and one-day Board Retreat)
July 2014 (Final Board meeting of the 2013-14 year.)

39

MOVING FORWARD DANCE ALLIANCE

BOARD OF DIRECTORS RETREAT AGENDA
SEPTEMBER 2013
Friday, September 6
9:00-9:30am

Arrive at retreat location, check-in, and get settled into rooms

9:30-10:30am

Meet in conference room; discuss goals, outcomes, and

reasoning for the retreat

10:30am-12:00pm Take the Myers Briggs Assessment and presentation (this

discussion should not go into too much detail about why we
are taking it and why it will be helpful in the future)
12:00-12:30pm

Individual reflection exercise

12:30-1:30pm

Lunch on your own

1:30-3:00pm

Discussion about 16 personality types and open discussion

about the Myers Briggs Assessment findings (this will be the
time when each board member learns more about their
personality type and how it relates to their life)

3:00-4:30pm

Structured discussion on how the personalities work together

as a team (board members will be led through an exercise
that will enable them to realize how their personalities work
together and how they might resolve conflicts remembering
this information)

4:30-5:00pm

Daily recap

5:00pm

Dinner

Saturday, September 7
8:00-9:00am

Breakfast

9:00-10:00am

Presentation on Active Listening

10:00-10:30am

Active Listening exercise and reflection

10:30am-12:00pm Working as a Team presentation

40

12:00-12:30pm

Team work exercise and reflection

12:30-1:00pm

Lunch as a group

1:00-2:30pm

Resolving Conflict presentation

2:30-3:00pm

Resolving conflict exercise and reflection

3:00-4:30pm

Presentation and exercise on Opening the Lines of

Communication and learning how to communicate efficiently
as a team

4:30-5:00pm

Daily Recap

5:00pm

Dinner

Sunday, September 8
8:00-9:00am

Breakfast and check-out (bring all belongings with you to the

conference room or check them at the front desk)

9:00-10:00am

Strategizing and Prioritizing for the Future presentation

10:00-11:00am

Strategizing and prioritizing exercise within each committee

structure

11:00am-12:00pm Committee presentations (each committee will make a 10

minute presentation on how their committee plans to
strategize and prioritize in the coming year)
12:00-1:30pm

Working lunch and presentation on Making it all Work (this

presentation will be a culmination of all the things we worked
on over the past few days)

1:30-3:00pm

Team discussion on how to apply the things we learned,

what we hope to get out of what we learned, and where we
see the future of our organization going)

3:00-4:00pm

Retreat recap (Did we accomplish our goals of the retreat?

Did we meet our outcomes? How does everyone feel about
working as a team?)

4:00pm

Depart

41

Part 8: Management & Leadership Philosophy

42

Some people are naturally inclined to act as a leader; they are born with natural
instincts that guide them to make decisions in life that show their abilities to take lead in
various situations. I strongly believe that some people have been brought into this
world to take charge and lead groups of people, organizations, businesses, etc.
Without these leaders, how would the rest of the world distinguish between the right or
wrong way of doing things?
I believe that the management style that most relates to who I am as a leader is a
combination of several of the approaches developed by Stephen Covey. My
management mixture includes behavioral and situational approaches of leadership
styles. I consider my style to be a combination because I truly believe in setting
standards as well as developing an environment of trust in the workplace. I also realize
that no two work days are alike, so I am able to acknowledge that situations change and
we all need to be adaptable at a moments notice.
I tend to lean towards Fayols Fourteen Principles of Management as my theory
of choice. A workplace which lacks proper structure and authority is destined to fail,
and I would not want that to happen in any organization for which I am working. For an
organization to fail because of issues with accountability or finances is one thing, but for
an organization to fail because the staff and volunteers lack structure and discipline,
would be absolutely mortifying. I believe that Fayols Principles really provide the basis
of structure and discipline so that an organization can succeed.

1. Division of
Work
14. Espitit De
Corps

2. Authority

13. Initiative

3. Discipline

12. Stability of
Tenure of
Personnel

4. Unity of
Command

Henry Fayol's
14 Principles of
Management

5. Unity of
Direction

11. Equity

6.
Subordination
of Individual
Interests

10. Order

7.
Remuneration

9. Scalar Chain
8.
Centralization

43

As a leader, my top priority is, of course, the customer. If it werent for the
customer/ client, we wouldnt be in existence, so we owe them everything. It is my duty
as a leader to keep my customers happy, to keep them coming back, and to fulfill all
expectations that the customer may have of my organization. From the beginning of
institution we established a mission, vision, and goals that our organization would strive
to achieve. If at any time we are not able to fulfill any of those things and our customers
are not happy, we have no right continuing to offer the services that we claim to be
offering. The customers are always priority.
My second priority as a manager is quality. We strive to offer several programs
to our clients that serve their needs. If our programs or organization is not measuring
up to the standard that the client is expecting, then the organization should reevaluate
what is not working and fix it. Our customers are paying program fees to receive the
benefits and services that they read in the program descriptions, so if we are not
measuring up to the customers standards, we will need to resolve these issues so we
can continue to provide quality programming to our clients.
Finally, my third priority as a leader is providing a safe, trusting, and professional
work environment for my employees and volunteers. It is my goal as a manager to
create a corporate culture that makes employees value their jobs and feel that what
they are doing is really making a difference in our clients lives. I strive to make sure
that all of my employees feel valued and that our organization would not be what it
currently is without their dedication and commitment to our mission and organization.
Without our employees, our organization would not be able to survive and accomplish
all of the things we hope to accomplish.
It is my goal as a leader that the entire staff and the organization itself are driven
by the premise of making a difference in someones life. With that said, I truly hope
that, even if its only one person that we affect, our organization and our staff have the
ambition and drive to continue on with our work so that we can fulfill our mission to its
highest standard.

44

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(accessed November 25, 2013).
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