Professional Documents
Culture Documents
ORG / RAE
ASSOCIATION EXECUTIVES
SUMMER 2012
page 16
100%
Small Board
Contents
Features
REALTOR association leadership trainers share their expertise and experience in teaching others to how to lead. By Carolyn Schwaar Page 12
Summer 2012
Read how four outstanding association volunteers are working with passion and enthusiasm for the REALTOR mission.
By Carolyn Schwaar Page 16 p. 16
Columns
A EC C H A I R 2
p. 9
L AW & P O L I CY 2 6
Terry Penza, the 2012 recipient of the William R. Magel Award for excellence in REALTOR association management.
p. 24 About the cover: The top leadership traits shown are the results from a survey of the leadership trainers featured on p. 14. Results reveal that the number one trait of successful leaders is integrity. Cover image by Carolyn Schwaar.
SUMMER 2012 REALTOR AE 1
AEC Chair
Reaching New Heights
Industry is talent-driven today, not gender- or race-driven. What matters now is if a person has the skills and leadership ability to get the job done.
eaders are everywhere. They reside in every city, every position, and every organization. Leaders are employees and volunteers; men and women; old and young. Leadership knows no ethnic, cultural, racial, or religious bounds. Just look around you. Whats signicant about leadership is that everyone has the potential to rise to a leadership role by building on his or her natural abilities. Each of us can take a different path to becoming a leaderthats how we discover new dimensions of leadership and reach new heights. For their book, The Leadership Challenge, James Kouzes and Barry Posner interviewed thousands of executives worldwide and asked them what traits or characteristics they look for in leaders. They noted several hundred traits and eventually culled their list down to 15 key observables. Although the priority of the traits can change over time, four were repeatedly recognized and clustered together in individuals who are considered leaders. They are: honesty, the ability for look forward (vision), the capacity to inspire others, and competency. As the rules of todays workplace evolve, we expect these traits of our leaders. Today, we also expect our leaders to be emotionally intelligent. In Working with Emotional Intelligence, author Daniel Goleman describes this trait as the capacity for recognizing our own feelings and those of others, so that they are expressed appropriately and effectively,
Ginger Downs, RCE, CAE, is CEO of the Chicago Association of REALTORS. Contact her at 312-214-5516 or gdowns@chicagorealtor.com.
MORE ONLINE Visit the AE Committee page at REALTOR.org for more on AEC activities in 2012.
enabling people to work together smoothly toward their common goal. He describes ve characteristics of emotionally intelligent individuals: Self-awareness: understanding your emotions and their effect on others, and knowing your strengths and weaknesses. Self-regulation: being in control of your emotions and impulses, and taking responsibility for personal performance. Selfmotivation: using your inner drive to accomplish both personal and group goals, despite obstacles and setbacks. Empathy: sensing and meetings others needs, and understanding other peoples feelings and points of view. Social Skills: relating well to others, listening openly and communicating clearly, negotiating and resolving disagreements, and fostering group synergy to reach collective goals. When you are considering your own performance as a leader, ask yourself: Where do I stand on the E.I. scale? Another important aspect of leadership is your ability to model the actions and attitudes of others you identify as leaders and be a model for others. Emphasize the value you provide and give back where you live and work. These steps will de ne you as an inuential leader in the communities you serve. Respectfully,
Ginger Downs
Chair, Association Executives Committee Ginger Downs, RCE, CAE CEO, NATIONAL ASSOCIATION OF REALTORS Dale A. Stinton, RCE, CAE Senior Vice President, Communications Pamela Geurds Kabati Managing Director, Publications Stacey Moncrieff Editor, REALTOR AE magazine Carolyn Schwaar
430 N. Michigan Ave., Chicago, IL 606114087 500 New Jersey Ave., N.W., Washington, DC 200012020 800-874-6500 infocentral@realtors.org; REALTOR.org
Contributing Editor, REALTOR AE magazine Amanda Avutu Advertising Account Representative Stephen Coughlin, 800-542-4835
2012 by the NATIONAL ASSOCIATION OF REALTORS0. All rights reserved. (ISSN 00340804) REALTOR AE is a professional magazine published four times yearly by the NATIONAL ASSOCIATION OF REALTORS as a service for REALTOR association executives. Articles in this magazine are written from the perspective of the REALTOR association executive. REALTOR AE is an informational publication of local, state, and national association programs, activities, and current trends and ideas in association management and their practical application in REALTOR associations. Views and advertising expressed in REALTOR AE are not necessarily those of or endorsed by the NATIONAL ASSOCIATION OF REALTORS. Magazine archives available online at REALTOR.org/RAE. Reprint permission: 312-329-8874. Distribution: Local and state executive ofcers and MLS directors. Subscriptions: Write to NATIONAL ASSOCIATION OF REALTORS, Publications, 430 N. Michigan Ave., Chicago, IL 60611, or call 800-874-6500.
Briefing
T
he Direct Connection to Growing Better Leaders is NARs Association Leadership Development (ALD) departments vision. It is the underlying impetus that drives the programs, products, and services that NAR offers for local and state association staff and volunteer leaders. Although many of ALDs programs target professional development opportunities for AEs, including chief staff executives and staff specialists, the menu of services wouldnt be complete without a focus on grooming and developing volunteer leaders. AEs tell us that a strong partnership with volunteer leaders who understand how the association works is critical to a harmonious and effective year. So, together with the Association Executives Committee, ALD has ramped up its volunteer leadership offerings. Many associations have their own highly customized and comprehensive leadership training programs for volunteers, and may be interested only in some enhancements from a national perspective. At the opposite end of the spectrum are associations that dont have staff or nancial resources to develop their own programs, and are looking to us for components that will t their individual needs.
R E A LT O R A S S O C I AT I O N N E W S , E V E N T S & P E O P L E
By Carolyn Schwaar
AEs tell us that a strong partnership with volunteer leaders who understand how the association works is critical to a harmonious and effective year.
AEs new to the business of REALTOR association management have also been receiving added attention from ALD. Nearly 150 AEs join the ranks each year, a turnover rate that is costly for associations. ALD hosts a day-and-a-half orientation session designed to familiarize incoming AEs with the programs, services, and resources that NAR offers, and to introduce them to the NAR staff who will serve as valuable resources during their REALTOR association
My REALTOR Party
Maggie is a text-happy 24-year-old REALTOR, who nds herself in a serious negotiation as a sellers agent with 52-year-old Thomas, the buyers agent. As they come to the nal counteroer, Maggie is out with friends when Thomas begins to call multiple times. Maggie sends a text to Thomas phone stating, Whats up?! Thomas is enraged by what he sees as a curt response and continues to call her. By the time shes nished with her friend time, she sees 24 missed calls on her phone from Thomas. As Maggie dials Thomas number, she is enraged. Meanwhile, Thomas is still reeling from the whats up text message. What happens in the conversation next, one can only imagine. You are in the role of a 45-year-old broker who oversees both these REALTORS and both are furiously expecting you to resolve this personal conict. How do you proceed?
NAR hopes to offer the game free to all REALTOR associations this year.
Five AEs earned their Certicate in Nonprot Management from the University of Chicago in a program sponsored by the NATIONAL ASSOCIATION OF REALTORS. The program will sunset at the end of 2013. Pictured: Kelley Craig, RCE, Greater Portland Board, Maine; Lance Evans, RCE, Jefferson-Lewis Board, N.Y.; Amanda Erickson, Durango Area Association, Colo. Not pictured: Kathy Harbaugh, RCE, Indiana Association; Kaaren Winkler, Washington Association; Lois Monette, Greater Manchester/Nashua Board, Vt.; Donna Reynolds, Santa Fe Association.
Briefing
L O C A L , S TAT E , N AT I O N A L P R O G R A M S
ithout leadership, change is slow and organizations stagnate or, worse, fail. Yet effective management alone isnt enough. Leaders with vision, courage, and zeal must propel their organizations forward. These leaders must be identied, encouraged, and given opportunities to hone their skills. This is where leadership training comes in. Over the past few years NAR has launched new training programs to better equip volunteers to lead through challenging times.
RLP is an interactive learning experience, the REAL course is self-paced, teaching the basics of volunteer leadership while providing a comprehensive tool for training potential leadership. For more, contact Renee Holland, rholland@realtors.org.
LEADING IN LIFE
To attract participants, state and local associations are marketing their leadership programs as a way members can learn new skills to grow their business and make a difference in their community. The Florida REALTORS Leadership Academy, for example, boasts that it will empower you to maximize your leadership potential. The Bay Area REALTORS Leadership Academy, an alliance of three local associations, says members in its program will learn to polish their strengths and learn new skills that will prove useful in all aspects of life and career. And the Maryland Leadership Academy says its program is rst and foremost a personal development program that will benet participants in their daily lives.
COVERING COSTS
Multifaceted leadership development programs are expensive to produce, so associations typically charge tuition. The one-year, ve-retreat program from the Kansas Association of REALTORS, called The Right Track Leadership Academy, costs $279 per participant, while the one-year, nine-module Triangle REALTORS Leadership Academys tuition fee is $600. Finding and coordinating speakers, developing curriculum, and arranging venues are new tasks that associations absorb or assign to a workgroup of volunteers. For more on leadership education opportunities in your state, contact your state association of REALTORS.
GETTING REAL
The REALTORS Excelling in Association Leadership (REAL) program is a six-module, online self-study course, established in 2010. Its available at no cost and covers many of the same topics as the RLP, including meeting management, association governing documents and policies, legal and regulatory activities, real estate issues and trends, enhanced leadership skills, visioning, planning, and budgeting. Where the
6 REALTOR AE sUMMEr 2012
spring 2012
REALTOR AE
Briefing
GRANTS, PROGRAMS, LEGAL
ven with the ubiquity of virtual and brokerage video tours, the traditional MLS caravan (where agents drive their own cars to visit listings in person en masse) is alive and well in many parts of the country. Some members say previewing properties in person is the best way to keep their nger on the pulse of the local real estate market. For the MLSs that host these tours, there are necessary precautions to take to limit your legal liability. NAR association counsels Mike Thiel and Katherine Johnson provide some guidance.
Q. If a REALTOR association or MLS hosts an MLS caravan, what are its liabilities if members were to get injured (or injure a third party) while on the caravan driving their own vehicles?
As always, liability will be determined by a court of law based on the facts and circumstances of the situation. However, an MLS that organizes an MLS tour risks being subject to liability in the event that a tour participant is injured or injures a third party. If the injury takes place while the participant is riding in a vehicle, then the vehicle owner/operator could also be primarily liable for damages resulting from the injury. To involve the MLS, the injured party would have to argue that the vehicle owner or operator caused the injury and the MLS was vicariously responsible for the acts of the operator. To reduce the risk of being sued by an MLS tour caravan participant, the MLS could request all participants to sign a waiver of liability prior to embarking on the MLS tour. In addition, the MLS may also ask participants to promise that they will indemnify the MLS in the event that the MLS is sued for an injury caused by them during the MLS tour caravan.
Q. If afliate members (such as lenders and title companies) attend the caravan meeting and then go out on tour with the group, does that expose listing agents to liability? For instance, what if a lender learns something that the home owner really did not want their lender to learn?
We dont see any problem with having an afliate member join the MLS caravan, however it is up to each MLS to decide whether it will allow afliate members to attend. If there are material facts regarding property conditions that are relevant to prospective lenders, those facts must be disclosed to the new buyers and will come to the attention of the lender, in any case.
Q. Do sellers give their agent the authority to have anyone other than MLS participants hear comments on the tour that might otherwise be considered member remarks (not visible to the public) in the MLS system?
The sellers have given their agent permission to market the property, and the MLS tour is one way of marketing the property. Unless otherwise addressed in a listing agreement, sellers typically do not restrict the type of marketing that will be undertaken by the agent. Member remarks typically relate to the cooperative relationship between agents and not to the property itself. Afliate members should understand that if they do overhear anything of that nature on a tour, it is not intended for publication, but in terms of liability, we dont see any added risk to the listing agent.
Briefing
C O N T I N U I N G A E E D U C AT I O N
These 20 R EALTOR association executives earned their RCE (REALTOR association Certied Executive) designation after an extensive course of study and exam in March. RCE is the only professional designation created specically for REALTOR association executives. It exemplies goal-oriented AEs with drive, experience, and commitment to professional growth. Candidates earn the designation by accumulating points through an experience- and educationbased application form and a comprehensive written exam. For more on the RCE designation, visit REALTOR.org/RCE.
10
My REALTOR Party
By Tania Lee
STRATEGIZING SUPPORT
By scheduling the fund-raiser to coincide with the Tennessee Association of REALTORS Spring Conference and securing support from NAR within 48 hours of requesting funding, GNAR ensured early on that the event would be well supported, and well attended. NARs quick and generous response [also] sent a really strong message of support, says GNAR Chief Executive Ofcer Don Klein (see sidebar for how to apply for fund-raising grants). The Tennessee RPAC stepped up to fund much of the event, which was pretty straightforward. However, certain state regulations prohibiting NAR from contributing directly to the state or local association necessitated some creative thinking. They didnt say too bad, so sad, explains Klein. They said OK, we cant write a check to the state or local association for this. What else can we do? Ultimately, NAR wrote a check for $2,100 directly to the catering company, and sent ribbons, balloons, and printed material to make the event especially festive and informative.
by the phenomenal enthusiasm the event generated, which was channeled into real support. These young people absolutely get the importance of RPAC. But we also wanted to convey that the more involved they become, and the higher they raise their prole in the community and the industry, the more likely the rest of us will call them with referrals, Shelton explains. In short, the message to young professionals is: Come to these fun eventsand boost your own bottom line. The allure of a networking opportunity isnt the only reason young professionals were drawn to the event. As NAR Region 4 Vice President Milton Shockley of Greenville, S.C., concedes, It may be just a little easier to generate this kind of enthusiasm in an election year. Regardless of whether that was the reason these young folks were so fired up, Shockley remarks, it was Attendees at the GNAR YPN RPAC fund-raiser. great for those of us already involved in RPAC to see the excitement of the up-andTo receive a grant coming generation. you must commit to Brian Copeland, a Nashville native and the 2011 forwarding 30 percent national YPN chair, applied a certain amount of of all RPAC funds raised friendly peer pressure at the event, calling out his through this year to youthful colleagues by name, noting, I know the marNational RPAC. To apply, kets tough, but I also know you just closed a deal and go to realtoractioncenter have a sizeable commission coming in. .com/for-associations When the proverbial dust had cleared, the event and click RPAC raised more than $25,000, with an additional $10,000 Services for more grant or more received in pledges that evening. GNAR, requirements, criteria, and YPN, and RPAC are already planning to replicate this applications. Questions? great Tennessee success on an annual basis. Who says Call 202-383-1191. youth is wasted on the young?
sUMMEr 2012 REALTOR AE 11
By Carolyn Schwaar
The national REALTOR Leadership Program,* launched just a year ago, has already produced dozens of dedicated, motivated, and prepared volunteer leaders. The leadership experts chosen (and trained) to conduct the program at state and local associations and national meetings have learned a lot, too. Here they share their views on what it takes to be a great volunteer leader today and what types of leaders are needed to guide the REALTOR organization into the future.
* The NATIONAL ASSOCIATION OF REALTORS REALTOR Leadership Program (RLP) is described on p. 6 or visit REALTOR.org/programs/realtor-leadership-program-rlp.
12 REALTOR AE SUMMER 2012
Learn to delegate
Most leaders either dont know how to delegate or dont understand the need for doing so. This leads to members refusing to volunteer because it becomes apparent that the leadership team wants to control the decision-making authority. Roger Turcotte
With great power comes great responsibility Self-defeating traits of REALTOR volunteer leadership
The fear of change is the largest stumbling block to effective leadership. Leaders have to be open to new ideas and new ways to get things done. They need to have a great partnership between volunteer leaders and professional staff. And both volunteers and staff need to be on the same page when key decisions are made. A little historical perspective on a committee or on the board of directors is a good thing. But when an organization refuses to move forward out of fear of change, its time to look for new leadership. And dont be afraid to make a mistake. Not everything will work out as planned, but thats okay. Members have a much higher respect for organizations that are looking out for their interests and are willing to take some risk now and then. Keith Holm Volunteer leaders fail when they try to change too much about an organization, because most associations need only small changes that can make a big difference to the membership. I also see problems when volunteers dont value the staff or think they have more control over staff than they are entitled to. Suzanne Yost
CONTRIBUTING LEADERSHIP TRAINERS Adorna Carroll is broker-owner of Realty3 of Connecticut and president of Dynamic Directions, an international sales training consulting rm. Steve Francks, RCE, CAE, is CEO of the Washington Association of REALTORS. Keith Holm, RCE, served as CEO of the St. Paul Area Association of REALTORS, Minnesota for more than 30 years. Alice and Don Martin are REALTOR association leadership and strategic planning consultants (Martinconsultingsolutions. org). Alice is the former vice president of the NATIONAL ASSOCIATION OF REALTORS Association Leadership Development department. Don is a real estate broker and past REALTOR association president. Diane Ruggiero, RCE, CAE, has been CEO of the Kansas City Regional Association of REALTORS for ten years and has spent 30 years managing REALTOR associations. Roger Turcotte, GRI, is an author and speaker on real estate education and leadership. He has been recognized as Educator of the Year by the New Hampshire Association of REALTORS. Melynn Sight is founder and president of nSight Marketing in Kansas City. She works with associations and their members in all aspects of communications. Suzanne Yost has been a REALTOR for 31 years and is the 2012 president of the Silicon Valley Association of REALTORS, Calif.
14
By Carolyn Schwaar
Leadership by Example
ur association is only as good as the effort we put into it, says Chris Jett, 2012 president of the Coastal Association of R EALTORS , Md., who has spent his presidency trying to lead by example. Maintaining his spot among the top 2 percent of local sales people while volunteering for the local and state REALTOR associations, for local charities, and as a kids sport coach, Jett demonstrates his resolve to give back everywhere hes needed. Its been difficult in this market to get people involved, says Jett, who hopes his visibility inspires others to volunteer. Its important to have a face in the com-
Technology Optimism
f, at the end of the day, I havent helped members in their business, then I didnt do my job as a volunteer, says Holly Mabery, 2012 president of the Arizona Association of REALTORS . And its through technology that Mabery says associations can best help members today. Members need quality technology from associations to make the transaction smoother, communicate, and make the connection with consumers, says Mabery. Arizona is the only state that boasts a statewide transaction management program and is finalizing an online one-stop shop that will combine access to a wide variety of tools, forms, data, and listing information. Showing members what tools we offer to help them out of the crazy downturn is one of my priorities this year. As a young, tech-savvy leader, Mabery is not only an advocate for technology but an enthusiastic user. For example, when the association recently launched a new e-signature member benefit, Mabery tested the product extensively so that she could be sure it was the best option for the association and so that she could speak with authority about it to members once available, says Tom Farley, the associations CEO. Communication via social media is another strength of this energetic leader. By constantly engaging on social media, I find Im reaching
munity, not only for my business, but for the R EALTOR association. As an advocate for the associations programs and products, Jett has boosted communication via technology and devoted time to meeting with members in person to drive home how R EALTORS benefit from their association. His priorities have been establishing more usable data products for members and launching data sharing with neighboring MLSs. I have told Chris many times, he is the right person at the right time for our organization, says Sheila Dodson, the associations CEO. He exemplifies doing it all while keeping his priorities straight and always presenting a calm, cool approach. Jett says hes a firm believer in following the procedures and processes involved in volunteer leadership, ensuring that issues are pushed through the proper channels and addressed by the entire leadership team without hidden agendas. One of my strategies was to really focus on our strategic plan, he says. Too many times the objectives kept rolling into the next year. Tough decisions needed to be made to keep our association relevant.
agents on different levels and they know that Im here to help, Mabery says. This is especially important when it comes to the younger generation, like the states YPN group. Launched this year, the group has been fairly energized, but theyre more engaged online than they are in actual meetings, notes Mabery. Seeing the dynamic engagement of members on the Arizona R EALTORS Twitter feed and Facebook page, and the valuable information exchanged, Mabery decided to launch a Facebook group just for the states local association volunteer presidents and another for the 2012 president-elects where they discuss news, issues, and calls to action. There is no better job, says Mabery, and I get to remind people about that every day.
16
So far this year, Banks push for political engagement and fundraising has resulted in new major donors and more Presidents Circle members. Hes particularly excited about the involvement of YPNers in RPAC, though. When I took a few minutes at a YPN chapter gathering to introduce them to RPAC and why they should become involved, it went really well. It sparked a sort of resolve that we see in YPNers that makes the leaders of tomorrow. Banks takes every opportunity to communicate political involvement to members. He actively encourages members (of all ages and experience) to get involved, because he realizes that the strength of the association depends on strong leadership year after year, says Ruggiero. As the associations spokesperson, that message of a need for perpetual strength is one Banks delivers to members at new member orientations, events, online, on video and in person. I invite people personally to give to RPAC, attend events and be involved in a committee, says Banks. This type of personal invitation is how I became involved 19 years ago, so I know it works.
next time youre asked for feedback, a call-back, or just a pat on the back, help a brother or sister out, because what goes around comes around! Lisa Stephenson, the associations CEO, says Breland is charismatic, full of innovative ideas, and gets people excited about the projects they are working on. One project he implemented was the Pay It Forward initiative. This was a simple idea to tape 15 envelopes under chairs at the annual meeting, each with a $100 bill and ideas on how to help others with it. Breland also started a YPN chapter to stimulate younger member involvement, taped several inspirational presidential podcasts, and spoke at every new-member orientation. He encouraged all leaders and active members to be intentional, just like they are in their real estate practice, when it comes to selling other members on the value of their membership. The theme during his presidential year was Raise the BarReap the Rewards, and a new award was created that let REALTORS nominate a fellow R EALTOR who had gone above and beyond in exemplary and outstanding service. These Raise the Bar Award recipients were honored at the annual meeting and showcased in the newsletter to the membership. At his inauguration, Breland offered this fitting quote: Service is the rent we pay for living; its not something we choose to do when we have time. These are words wed all do well to rememberwhen motivating ourselves, and inspiring those we lead.
Management
Tips for Handling Unhappy Members
thought to myself that this would be a good day to work through the stack of papers on my desk. Instead, I spent the morning listening to a member so angry I thought his eyeballs would melt, then troubleshooting with staff to nd a remedy, and nally closing the loop with his managing broker and leadership. For a people pleaser like me, the rst question that comes to mind in the aftermath of an enragedmember encounter is: Is it me? Is there something I could have done that could have prevented this members ash point? In this instance, probably not. The member had paid his dues late and was issued a $50 ne that he simply didnt want to pay. In better economic times, I wouldnt have heard from him, but since the member hadnt sold a house in six months, the resulting nancial pinch made this ne worth arguing over. Flash points occur with some regularity in all work environments, says Terri Fairchild of Fairchild Business Coaching. We can employ strategies that minimize the number of instances, but they will come, and when they do, we need to know how to respondwhich is the key to our success. That is, we have the response-ability to respond in a levelheaded manner. This isnt always easy, but we can improve our success rate if we have a practical plan in mind. Many times a wonderful source of the practical comes from direct experiences in the eld. When I receive a call from an upset member, I close my door and settle in to do one thing: listen, says Mark Stallmann, CEO of the St. Charles County Association of REALTORS, Mo. Ive tried several approaches in the past, but after being in the industry for several decades, listening empathetically seems to be the shortest route to a calm ending. It doesnt always work, but Id say Ive had an 80 percent success rate, and that works for me. Following such a call, Stallmann sends a conrming e-mail to
The phone on my desk beeped. Youve got a call on line one, said Meghan, my receptionist. Its a member and hes not happy. It hadnt been ve minutes since Id walked in the door, sat down, and
the upset member, making sure she knows that he heard her, thereby validating her viewpoint. If its an issue that requires action, Ill also let her know that well work through the process to address her concerns, he adds. Depending on the situation, Ill let the managing broker know about the conversation so he isnt blindsided and to let him know that the association is engaged and responsive. If instances of ash points were limited to oneoff calls, Stallmanns advice would take care of every need. What should we do if a member begins a negative campaign? Or, worse yet, if weve got a difcult leader? On several occasions, Ive had to deal with the next level of negativity, says Isaac Chavez, CEO of the Vermont Association of REALTORS. Once Ive listened to a member and tried to assuage his concerns, sometimes its not enough for him and I can tell hes going start a re of discontent in his ofce. In those instances, I will immediately call the president and brief her on the matter, get her advice, and then contact the members managing broker to quench as much of the heat as possible. Chavez has found that widening the circle of support strengthens his position. REALTORS know REALTORS, so including people who are leaders in the complainers circle of inuence can go a long way in dampening efforts to cause community distress. Several years ago, Joe Adams*, an AE from an association in California, was forced to grapple with the highest level of difculty on the scale of association conict issues: a negative leader. For some reason, the new president and I didnt mesh, recalls Adams. I tried every encouraging Steven CoveyDale Carnegie principle I could muster, and nothing worked. At each meeting, this person was front-andcenter disagreeing with me, calling me into question at every turnit was horrible. Thankfully, several of
Shane Johnson is CEO of the Quad City Area REALTOR Association, Bettendorf, Iowa. He can be reached at 563-355-6655 or sjohnson@qcarealtors.com.
I tried every encouraging Steven CoveyDale Carnegie principle I could muster, and nothing worked.
an AE to remain anonymous
Ms. Were-all-doomed-anyway.
Optimism in challenging times can be difcult to muster, but members who feel powerless, cynical, or disappointed complain often and can drag down entire groups and even kill projects. Accept pessimism while projecting optimism. Listen carefully and summarize whats said, then ask for solutions, to encourage positive engagement.
them with respect and kindness just as youd treat anyone else.
Ms. I-dont-have-time-for-this.
Impatient people are often afraid that time might run out before they get to explain what they want. They can pressure staff to make mistakes. Ask them to slow down and repeat themselves. Remind them that theres plenty of time to do whatever is needed.
or taking on their responsibilities. Dont fall for their endless crises and apparent bad luck; hold them accountable. Help them see their role in a problem theyre having.
by being abusive and intimidating. They value high levels of selfcondence and aggressiveness and demean those who dont possess these qualities. Stand up to them without ghting by assertively expressing your opinion (In my opinion, youre wrong.), but dont allow a ght to escalate.
Mr. I-wont-change-my-mind.
Stubborn people resist changes that threaten their sense of security. They become roadblocks to progress and grow even more difcult when pressured. Give stubborn people extra time to adjust to change. Give them options and choices, and be casual in your approach.
Mr. Nothings-ever-enough.
If you encounter people who keep asking for moremore time, more money, more recognition, more attentionset rm limits in writing. Say no, if appropriate. Make them follow the usual procedures but treat
Mrs. Youll-fix-this-or-else.
Hostile members tend to bully staff
our leaders were levelheaded, so rather than meeting alone with the president, as Id traditionally done, I began to meet with the three ofcers. The inclusion of peer leaders forced the president to modulate his approach, and things settled for the rest of the year. As a result, whenever conict arises with members, I try to keep another leader between me and the member, and it helps keep me out of the crosshairs. Remember, no matter how much we aim to please, difcult people and difcult situations will make their way into our lives. Effective leaders are able to avoid confrontation, primarily by listen-
ing, and then using the effective communication skills that landed them the job in the rst place to facilitate an ongoing dialogue until resolution is achieved, says Fairchild. No doubt the economic sentence our members are being required to serve will continue to place a high level of stress on many of them for years to come. Rather than return the blows, let us instead lead through difcult episodes by employing the response-ability that resides in each of us to navigate to a positive result. *name changed to protect anonymity
Small Board
Friends in Leadership
into too close for comfort if youre not careful. In small associations, members likely know their volunteer leaders personally, which helps build the relationship and trust between leaders and members. Many of our members know each other and so they are comfortable with elected leaders because they are likely someone members know, says Nancy Deichert, AE of the 311-member Bismarck Mandan Board of REALTORS, N.D. This holds true for the association executive and leadership as well. We know the leadership and talk to them regularly, and we end up knowing about their spouses, children, life events, and so on. Knowing about their lives helps to build a positive relationship with them. Leaders can be a part of your life for years and years.
Sometimes its great to be where everybody knows your name, but for some small associations, the cozy dynamic between volunteer leaders and association staff can veer
TEACHERS PET
Friendly is good, but too friendly can create a perception of favoritism. I think small boards benet because you can have a closer relationship with your leadership, but that can be a double-edged sword because people always think you play favorites, says Csehoski. Its important to be clear that decisions are always based on the associations policies and rules.
Amy DuBose, RCE, e-PRO, is the association executive with the San Marcos Area Board of REALTORS, Texas. She can be reached at 512-396-5478 or amy@smabor.com.
R-E-S-P-E-C-T
Small board leaders bring more of their personality to the job, and because the relationship between volunteer leaders and their AE is more personal at a small board than at a large one, business as usual doesnt apply year after year. Della Csehoski, AE with the 176-member Cambria Somerset Association of REALTORS, Pa., advises, As an AE, be ready to adapt to your presidents style of communication and management. Another way to help build this relationship is to show mutual respect. Neither of you got to your current position without a great deal of knowledge and skill, explains Csehoski. Share that and work together. You may discover someone you really like and deeply respect.
3. Overindulging in gossip. Although occasional gossip happens, too much can ruin your trustworthiness.
4. Letting work friends be your only circle. Outside friends might not understand your work, but theyre a necessary stress relief.
5. Expecting special
consideration. You and your leaders are expected to follow the same procedures and rules as everyone else.
Adapted from The Friendship Fix: The Complete Guide to Choosing, Losing, and Keeping Up with Your Friends, by Andrea Bonior. 22 REALTOR AE SUMMER 2012
HR Connection
It has been four years since I wrote an article here regarding how to prepare for reductions in staff. My hope at that time was that AE requests to my ofce for guidance on layoffs wouldnt be needed
later. Unfortunately, thats not the case. Although the real estate industry is in a slow but steady climb in parts of the country, other areas are still struggling to recover. Associations are still looking for ways to reduce costs, which for some means staff cuts. Even though your largest operating expense staffmay seem like the best place to start trimming, there are many strategies for cutting your budget before turning to layoffs (see sidebar, p.25). Also, know that you can downsize your payroll and keep all of your employees by instituting creative stafng solutions, such as four-day workweeks, job sharing and part-time positions, or even unpaid vacations for months at a time. You may be surprised by how many staffers would like to work less or take six months to travel or pursue an educational opportunity (knowing their job would be there when they returned from leave). In addition, when a staff person resigns voluntarily, determine whether you can eliminate his or her position by delegating duties. Should you nd yourself in the unenviable position of handing out the proverbial pink slips, here are some guidelines to help you through the process.
Donna Garcia is director of Human Resource Services for the NATIONAL ASSOCIATION OF REALTORS in Chicago. She can be reached at 312-329-8311 or dgarcia@REALTORS.org.
Although reductions in force can be very difficult, they can be less painful for you, your laid-off employees, and your remaining staff if planned, executed, and communicated properly.
24 REALTOR AE SUMMER 2012
fore meeting with these employees, develop a script or checklist of items so you can ensure that each employee receives the same information. For example, you can tell them the reason for the layoff and what benets you will provide. Check your states unemployment compensation laws to inform your employees when they will be eligible to le for benets. Let the employee know what your policy is on reference checks. Typically, employers will verify only titles and dates of employment. Salary information should be disclosed only if you receive signed authorization from the former employee to release such information. Finally, youll need to obtain any company property in the employees possession. Regardless of your feelings toward an employee, resist the temptation to promise to rehire when conditions permit.
every effort was made to save their jobs. Should you decide to create new positions soon after the layoffs, be sure that they are substantially different from the positions you recently eliminated. Otherwise, former employees may think that there were discriminatory, rather than business, reasons for their termination. Although reductions in force can be very difcult, they can be less painful for you, your laid-off employees, and your remaining staff if planned, executed, and communicated properly.
Mike Thiel is associate counsel of the NATIONAL ASSOCIATION OF REALTORS. Contact him at 312-329-6400 or mthiel@realtors.org.
Associations and MLSs dont escape liability for copyright infringement just because a member posted the item.
HOW TO AVOID LIABILITY
The DMCA allows the Web site operator to avoid liability for copyright infringements created by others who post content to the site. For example, association sites that offer blogs or other social media platforms on which members and others can contribute content can avoid liability for anything posted by visitors. Likewise, in the case of multiple listing service sites, the MLS operating the site can avoid copyright liability for photos provided by participants and subscribers. Consider, for example, this scenario: A listing includes a photograph of community features (shopping mall, schools, etc.) near the property being offered for sale. The multiple listing service doesnt
26 REALTOR AE SUMMER 2012
Photos, videos, graphics, and other works dont have to be marked as copyrighted to be protected.
The information is then manually entered into a list maintained by the Copyright Ofce. Late last year the Copyright Ofce nally requested comment on a new rule that would convert to an electronic system to submit this information, but that system is not yet in place. Instructions for identifying a designated agent and a list of designated agents are found on the Copyright Ofce Web site (www.copyright.gov/ onlinesp/). In addition to registering your designated agent, site operators will typically include the information on their designated agent in either the sites terms of use or in a special section on copyright or legal terms. On the national associations site, for example, the information is found in the terms of use (REALTOR.org/termsof-use), along with the information the claimant should provide when identifying the allegedly infringing content. Sometimes avoiding the entanglements that can arise from litigation, even well-founded litigation, can be as simple as knowing your rights under the law. So here is another case of what you dont know can hurt you.
SUMMER 2012 REALTOR AE 27
AE Profile
Courage to Change
the president and CEO of the North Shore-Barrington Association of REALTORS in Illinois. Penza is the 2012 recipient of the William R. Magel Award for excellence in REALTOR association management, in part for how she leads her association on a continuous adventure, keeping pace with changes in the industry. The real estate business is still changing rapidly, says Penza. Now is the perfect time for members to incorporate new business ventures, so associations must be cognitive and nd ways to assist or inform. Associations must make adjustments to t the needs of todays real estate professional. One way NSBAR accomplishes this is with its advanced technology outreach and consulting service that ensures members have training and advice on the latest technology. Members can call for guidance on purchasing, repairing, and learning nearly any technology, explains Penza. We struggle to break even with this service, but many REALTORS says theyre members because of it. Even in todays economic climate, NSBAR adapted quickly to stay relevant to members changing business needs. We did not panic, notes Penza, regarding the housing slump and recession. We solved challenges through brain power and creativity and did not just throw money at problems. We were empathic enough to understand the needs of the members. For example, the association launched 32 free member appreciation classes developed and taught by staff, ranging from iPad/iPhone how-tos, to courses on composting, social media, and self-defense. Arming members, both brokers and their agents, with the information they need to manage change is another way Penza keeps her organization invalu-
Terry Penza is an adventurer. From hot-air ballooning to world travel, Penza has a desire to experience something new, take chances, and seek out opportunities to learn. That also applies to her work as
able. We produce nearly 100 pages of real estate market stats each month, giving our members helpful information and insight that they can use to become experts in the real estate business sector. NSBAR also tracks trends from agent phone calls, questions, and concerns to relay back to brokers and owners. We give them a perspective no one else can, and we take the time to do that. Penzas association management philosophy also focuses on adaptability, connectivity, and the hiring of staff who are willing to push themselves to learn new skills and take on new tasks. Firing people is the worst part of my job and I do not do it very well, but as things change, staff must also change. Penza advises less experienced AEs to stay in touch with members and to always answer the phone. Widen your reading to other industries and conicting views, pick a few blogs to monitor, and, of course, read everything from state and national. But most of all, keep a sense of humor.
Terese (Terry) Penza, RCE, CAE, is president and CEO of the North Shore-Barrington Association of REALTORS, Ill. Contact her at (847) 480-7177 or terry@nsbar.org.
Education is perpetual and critical. How can we effectively assist our members if we do not understand their business.
Terry Penza
Penza attributes her successes after 36 years in REALTOR association management to knowing and respecting members and putting their needs rst, behaving ethically, answering all messages before leaving the ofce, and taking a day off every once in a while to visit another association because every one of us can learn from one another. NSBAR continues to bring in more members from other associations than it loses (although it does not actively recruit from other associations) because of its relevant services. In a metropolitan area that once had 17 REALTOR associations, NSBAR is among the remaining sevenno doubt in part because of Penzas exibility, adaptability, and courage to go where few association executives have gone before.
28