REALTOR AE Magazine Summer 2012

7/23/2019 REALTOR AE Magazine Summer 2012

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Plus: Online Copyright Law Young Members and Political Involvement

T H E B U S I N E S S J O U R N A L F O R R E A L T O R A S S O C I A T I O N E X E C U T I V E S S U M M E R 2 0 1 2

REALTOR.ORG/ RAE

Building the Best Leaders

Insights fromOutstanding

Presidentspage 16

Tips forHandling

UnhappyMembers

page23

Small Board

Friends inLeadership,

Striking

a Balancepage26

Leadership EducationOpportunities Soar

page6


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2012-2013RAE EditorialAdvisory Board

Lynda Anthony

Florida Keys Board of REALTORS

[email protected]

Karen Becker, CIPS

Southeast Minnesota

Association of REALTORS

[email protected]

Carolyn Blanchard Cook,

RCE, e-Pro, CIPS

Greater Baltimore Board

of REALTORS, Md.

[email protected]

Ryan Conrad, RCE, ePRO

Lehigh Valley Association

of REALTORS, Pa.

[email protected]

Shane T. Johnson

Quad City Area REALTOR Association

[email protected]

Barbara Matthopoulos

Chicago Association of REALTORS

[email protected]

Carol Platt

Osceola County Association

of REALTORS, Fla.

[email protected]

Tia Robbin, RCE

Northwest Montana


[email protected]

Libby SheardLittle Rock REALTORS

Association, Ariz.

[email protected]

Susan TiernanGreater Newburyport Association

of REALTORS, Mass.

[email protected]

Albert Tran

West San Gabriel Valley

Association of REALTORS, Calif.

[email protected]

Linda Vernon, RCE

Bakersfield Association

of REALTORS, Calif.

[email protected]

The RAEeditorial board reviews each

issue and provides critical feedback,proposes story ideas and industry

contacts to interview, and stays in touch

with fellow AEs nationwide to scout

out new programs and products to

share with the AE community. To join

the editorial board, write an article, or

contribute information, e-mail Carolyn

Schwaar at [email protected].

ContentsS u m m e r 2 0 1 2

p. 9

p. 16

Features

Building the Best LeadersREALTOR association leadership trainers share

their expertise and experience in teaching others

to how to lead. By Carolyn Schwaar Page 12

Presidents with ZealRead how four outstanding association

volunteers are working with passion andenthusiasm for the REALTOR mission.

By Carolyn Schwaar Page 16

p. 24

AEC CHAIR 2

Reaching new heights in association leadership.

By Ginger Downs,AEC Chair

BRIEF ING 4

REALTOR association news, events, people, and programs.

By Carolyn Schwaar

MY REALTOR PARTY 1 1

Young members promote political involvement. By Tania Lee

MANAGEMENT 20

Tips for handling unhappy members. By Shane Johnson

SMAL L BOARD 22

Friends in leadership, a difficult balance. By Amy DuBose

HR CONNECTION 24

The lowdown on layoffs. By Donna Garcia

LAW & POLICY 26Do you understand online copyright law? By Mike Thiel

AE PROFIL E 28

Terry Penza, the 2012 recipient of the William R. Magel Award

for excellence in REALTOR association management.

Columns

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 REALTORAE 1


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Reaching New Heights

Ginger Downs, RCE, CAE,

is CEO of the Chicago

Association of REALTORS.

Contact her at 312-214-5516 or

[email protected].

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 AEmagazine Carolyn Schwaar

Contributing Editor,REALTOR AEmagazine Amanda Avutu

Advertising Account Representative Stephen Coughlin, 800-542-4835

Questions and Comments e-mail: [email protected]

2012 by the NATIONAL ASSOCIATIONOF REALTORS0. All rights reserved. (ISSN 0034-

0804) REALTOR AEis 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 R EALTOR asso-

ciation executive. REALTOR AEis an informational publication of local, state, and

national association programs, activities, and current trends and ideas in associa-

tion management and their practical application in REALTOR associations. Views

and advertising expressed in REALTOR AEare 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 officers and MLS directors. Subscriptions:

Write to NATIONAL ASSOCIATIONOF REALTORS, Publications, 430 N. Michi-

gan Ave., Chicago, IL 60611, or call 800-874-6500.

MORE ONLINE

Visit the AE Committee

page atREALTOR.org

for more on AEC

activities in 2012.

Leaders are everywhere. They reside in every city,every position, and every organization. Leadersare employees and volunteers; men and women; oldand young. Leadership knows no ethnic, cultural,racial, or religious bounds. Just look around you.

Whats significant about leadership is that ev-

eryone has the potential to rise to a leadership roleby building on his or her natural abil ities. Each of uscan take a different path to becoming a leaderthatshow we discover new dimensions of leadership andreach new heights.

For their book, The Leadership Challenge, JamesKouzes and Barry Posner interviewed thousands ofexecutives worldwide and asked them what traits orcharacteristics they look for in leaders. They notedseveral hundred traits and eventually culled their listdown to 15 key observables.

Although the priority of the traits can change overtime, four were repeatedly recognized and clustered

together in individuals who are considered leaders.They are: honesty, the ability for look forward (vi-sion), the capacity to inspire others, and competency.

As the rules of todays workplace evolve, we ex-pect these traits of our leaders. Today, we also expectour leaders to be emotionally intell igent.

In Working with Emotional Intelligence, author Dan-iel Goleman describes this trait as the capacity for

recognizing our own feelings and those of others, sothat they are expressed appropriately and effectively,

enabling people to work together smoothly towardtheir common goal.

He describes five characteristics of emotionallyintelligent individuals:

Self-awareness: understanding your emo-tions and their effect on others, and knowing your

strengths and weaknesses. Self-regulation: beingin control of your emotions and impulses, and tak-ing responsibility for personal performance. Self-motivation: using your inner drive to accomplishboth personal and group goals, despite obstacles andsetbacks. Empathy: sensing and meetings othersneeds, and understanding other peoples feelings andpoints of view. Social Skills: relating well to others,listening openly and communicating clearly, nego-

tiating and resolving disagreements, and fosteringgroup 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 othersyou 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 define you as aninfluential leader in the communities you serve.

Respectfully,

Ginger Downs

AEC Chair

2 REALTORAE SUMMER 2012

430 N. Michigan Ave.,Chicago, IL 606114087

500 New Jersey Ave., N.W.,Washington, DC 200012020

800-874-6500

[email protected]; REALTOR.org

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.

Stedman Graham, Diversity: Leaders Not Labels


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4 REALTORAE sUMMEr 2012

REALTOR ASSOCIAT ION NEW S , EVENTS & PEOPLE

By Carolyn Schwaar

Briefing

REALTOR Sings for Needy HomeownersA little more than a year ago a tornado ripped through Joplin, Mo., claiming 161 lives and destroying real estate offices and

housing inventory. In the past 12 months, REALTOR associations have pitched in to help wherever, and however, they can.

For some this has meant picking up a hammer, and for others, a checkbook. For real estate broker Ken Rosberg it meant

picking up a microphone. The proceeds from the sale of Rosbergs CD,Jazz for Joplin: Just Follow Your Heart, will benefit

the survivors of the tornado. When he came to me with this CD and asked me to listen, I figured Id politely tell him it was

good, recalls Diane Ruggiero, CEO of the Kansas City Association of R EALTORS. But the CD was fabulous! I jokingly told

him to give up his day job and go into the recording business! Take a listen and buy a copy at www.jazzforjoplin.com .

The Direct Connection to Growing Better Leaders is NARsAssociation Leadership Development (ALD) departmentsvision. It is the underlying impetus that drives the programs, prod-ucts, and services that NAR offers for local and state associationstaff and volunteer leaders.

Although many of ALDs programs target professional develop-ment opportunities for AEs, including chief staff executives andstaff specialists, the menu of services wouldnt be complete without

a focus on grooming and developing volunteer leaders. AEs tell usthat a strong partnership with volunteer leaders who understandhow the association works is critical to a harmonious and effective

year. So, together with the Association Executives Committee, ALDhas ramped up its volunteer leadership offerings.

Many associations have their own highly customized and com-prehensive leadership training programs for volunteers, and may beinterested only in some enhancements from a national perspective.At the opposite end of the spectrum are associations that dont havestaff or financial resources to develop their own programs, and arelooking to us for components that will fit their individual needs.

AEs new to the business of REALTOR association managementhave also been receiving added attention from ALD. Nearly150AEs

join the ranks each year, a turnover rate that is costly for associa-tions. ALD hosts a day-and-a-half orientation session designed tofamiliarize incoming AEs with the programs, services, and resourcesthat NAR offers, and to introduce them to the NAR staff who willserve as valuable resources during their REALTOR association

management careers. Itsour hope that NARs in-

vestment in more knowl-edgeable and informednew association staff

will translate into lowerturnover rates and moreproductive and relevant

associations.Although volunteer

leaders and new AEshave been in the ALD spotlight as of late, many of the other flag-ship programsAE Institute, RCE designation, and myriad self-study coursesare still in place. These programs have been updatedregularly through the years to keep up with AEs ever-increasinglevel of professionalism and expanding body of knowledge. And,thanks to technology, these programs have greater reach, essentialin a down economy where smaller association budgets mean fewer

travel and education dollars. As association executives look for moreopportunities to learn and grow from the comfort of their offices,self-study course usage has risen, more REALTOR association

Certified Executive exams are administered locally, and the newREALTOR Leadership Program can now be offered at your ownassociation (see p. 6). Social media and new apps have also helpedlower printing budgets, with more information now available atthe click of a button.

Regardless of all the progress and enhancements, ALDs proposeremains the same: ensuring that REALTOR associations have thebenefit of competent, effective, and savvy staff and volunteer leaders

who can best help their members meet the challenges of the day.

By Cindy Sampalis, managing director ofAssociation Leadership Development

NARs ALD Department FostersStronger Leadership Partnerships

NARs ALD Staff: Dolores Plambeck, Krystal Allen, CynthiaBair, Courtney Wilson, Debra Jordan, Cindy Sampalis,Laurie Oken, Renee Holland.

AEs tell us that a strong partnership

with volunteer leaders who understand

how the association works is critical

to a harmonious and effective year.


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sUMMEr 2012 REALTORAE 5

In the first training of its kind, four as-sociations from Iowa and Illinois met

in April to receive instruction fromBryan Wahl, NAR political consul-tant, on how local associations can tapinto the wide array of resources avail-able through the My REALTOR Party

(MRP) program.Many locals have no idea where

to begin, says Shane Johnson, CEOof organization host Quad City AreaREALTOR Association. Bryans half-day training included basic informa-tion about specific MRP programs,a suggested starting point for locals,

and then follow-up where he matchednational programs to the needs of thelocals, depending on priorities.

For those with education on theagenda for the coming year, the train-ing session is a treasure trove. Muchof what well be doing this coming yearis education, explains Bill Malkasian,NAR vice president, political strategicplanning. The Quad City training pro-

vided us with a great chance to pilot alocal training program and were excit-ed to see the results. Well be using this

as a model for training in the future.REALTOR leaders and staff repre-

sentatives alike attended from the IowaCity Area REALTOR Association,the Lamoine Valley Board, the CedarRapids Association of REALTORS,

and the Quad City Area REALTORAssociation.

The national program has a lot ofavailable options, remarks Pam Jaben,association executive, Iowa City AreaREALTOR Association. Thanks to

the regional training, were workingthrough the training materials and thedraft plan the Quad Cities put togeth-

er, shaping them to our local needs.We plan to start small and build fromthere.

If you are interested in arranginga similar training, contact your NARMy REALTOR Party representative at

www.MyREALTORparty.org.

My REALTOR Party

Local Advocacy Training Begins

International Buyers Eye High-End HomesThe NATIONAL ASSOCIATION OF REALTORS 2012Profile of InternationalHome Buying Activity, released in June, shows that 52 percent of REALTORShad at least one international transaction in the past year. Total residential inter-national sales in the United States for the past year ending March 2012 equaled$82.4 billion in 2012, up dramatically from $66.4 billion in 2011. AlthoughU.S. home sales to foreign buyers declined slightly in the year through March

2012, a spike in sales of more expensive property pushed the total sa les volumeof international sales up 24 percent. To view the report, visitREALTOR.org.

Lets Play theLeadership Game!NARs 2012 Leadership Academy is producing a

card game called Mind the Gap to help bridge

the generational divide between REALTORS.

The game is a scenario-based discussion

starter where participants role play to better

understand REALTORS of different generations. For

example, take this scenario from the game:

Maggie is a text-happy24-year-old REALTOR, whofinds herself in a serious negotiation as a sellers agentwith 52-year-old Thomas, the buyers agent. As theycome to the final counteroffer, Maggie is out withfriends when Thomas begins to call multiple times.

Maggie sends a text to Thomas phone stating, Whatsup?! Thomas is enraged by what he sees as a curtresponse and continues to call her. By the time shes

finished with her friend time, she sees 24missed callson her phone from Thomas. As Maggie dials Thomasnumber, she is enraged. Meanwhile, Thomas is still

reeling from the whats up text message.

What happens in the conversation next, one can onlyimagine. You are in the role of a 45-year-old brokerwho oversees both these REALTORS and both are

furiously expecting you to resolve this personal conflict.

How do you proceed?

NAR hopes to offer the game free to all REALTOR

associations this year.

Congratulations, University of Chicago AE Graduates

Five AEs earned their Certificate in Nonprofit Management

from the University of Chicago in a program sponsoredby 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.


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Briefing


LOCAL, STATE, NAT IONAL PROGRAMS

More Volunteer Leadership Ed

Opportunities than Ever BeforeWithout leadership, change isslow and organizations stagnateor, worse, fail. Yet effective manage-ment alone isnt enough. Leaders with

vision, courage, and zeal must propeltheir organizations forward. Theseleaders must be identified, encouraged,and given opportunities to hone theirskills. This is where leadership trainingcomes in. Over the past few years NARhas launched new training programs tobetter equip volunteers to lead through

challenging times.

REALTOR LEADERSHIPPROGRAM

The RLP, established in 2011, is de-signed to produce quality REALTOR

leaders by focusing on teaching keyleadership skills and association man-

agement skills, including strategicplanning, risk management, relation-

ship-building with volunteers, con-flict resolution, and more. A cadre of

association leadership professionals,

including many seasoned AEs, hasbeen specifically trained to facilitate

these courses, which consist of an op-tional-but-encouraged online courseand two, three-hour, interactive, live-presentation courses held at local orstate associations, as well as NAR na-tional meetings. RLP is open to all RE-ALTORS. For more, visit REALTOR.organd search RLP.

GETTING REALThe REALTORS Excelling in Associa-

tion Leadership (REAL) program is asix-module, online self-study course,established in2010. Its available at nocost and covers many of the same topicsas the RLP, including meeting manage-ment, association governing documents

and policies, legal and regulatory ac-tivities, real estate issues and trends,enhanced leadership skills, visioning,

planning, and budgeting. Where the

RLP is an interactive learning experi-ence, the REAL course is self-paced,teaching the basics of volunteer leader-

ship while providing a comprehensivetool for training potential leadership.For more, contact Renee Holland,[email protected].

NARS LEADERSHIP ACADEMY

Established in 2009, NARs Leader-ship Academy identifies and groomsa small group of emerging leaders

from local and state associations (17in 2013) for potential leadership rolesat the National Association. Qualifiedcandidates are selected through an ap-

plication process and personal inter-views. The 2014 Leadership Academyapplication process will open in mid-

October 2012. For more, visit RE-ALTOR.organd search LeadershipAcademy or call 312-329-8321. Also

visit the Leadership Academy blog at

leadershiplab.blogs.realtor.org.

PINNACLE GROUP PROJECTReal estate and association manage-ment experts Jeremy Conaway, JimSherry, and Stefan Swanepoel haveteamed up to offer teams of REALTORassociation leaders a new training andconsulting program designed to in-crease productivity, enhance associa-tions value propositions, and uncoversolutions to members challenges.

Called the Pinnacle Group Project,

this new two-year, intensive courseof study consists of on-site sessions,

coaching webinars, and access to anonline association portal.

Topics covered include buildingconsumer/REALTOR relationships,new media, and creating relevant prod-ucts and services. Although this is not

an NAR-hosted program, NAR sup-ports it and offers a range of discountson the $12,000 tuition. For more, visit

www.theChangeChampions.com.

State and LocalsElevate Goals ofLeadership TrainingOver the past five years, REALTOR association leader-

ship training has matured beyond the annual retreat

for a handful of leadership team members. To build

a larger, stronger pool of future leaders, associations

cant simply focus on the next years leaders, they

must plan for the next decade of leaders by creating

leadership academies, multiyear training courses,

and educational opportunities open to all members.

LEADING IN LIFETo 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 leader-

ship potential. The Bay Area REALTORS LeadershipAcademy, 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 first and

foremost a personal development program that will

benefit participants in their daily lives.

COVERING COSTS

Multifaceted leadership development programs are

expensive to produce, so associations typically charge

tuition. The one-year, five-retreat program from the

Kansas Association of REALTORS, called The RightTrack 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.


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spring 2012 REALTORAE 7


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Briefing


GRA NT S , PRO GRA M S , LEGA L

Know the Facts: MLS

Caravan Risk MitigationEven with the ubiquity of virtual and brokerage video tours, the traditionalMLS caravan (where agents drive their own cars to visit listings in person enmasse) is alive and well in many parts of the country. Some members say preview-ing properties in person is the best way to keep their fingeron the pulse of the local real estate market. For the MLSsthat host these tours, there are necessary precautionsto take to limit your legal liability. NAR associationcounsels Mike Thiel and Katherine Johnson providesome 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 oflaw based on the facts and circumstances of the situa-tion. However, an MLS that organizes an MLS tour risksbeing subject to liability in the event that a tour participantis injured or injures a third party. If the injury takes place whilethe participant is riding in a vehicle, then the vehicle owner/operator could alsobe 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 causedthe 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 MLScould 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 causedby them during the MLS tour caravan.

Q. If affiliate 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 affiliate member join the MLS caravan,however it is up to each MLS to decide whether it will allow affiliate members toattend. If there are material facts regarding property conditions that are relevantto prospective lenders, those facts must be disclosed to the new buyers and willcome 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 com-

ments 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 theMLS tour is one way of marketing the property. Unless otherwise addressed in alisting agreement, sellers typically do not restrict the type of marketing that willbe undertaken by the agent. Member remarks typically relate to the cooperativerelationship between agents and not to the property itself. Affiliate membersshould understand that if they do overhear anything of that nature on a tour, itis not intended for publication, but in terms of liability, we dont see any addedrisk to the listing agent.

REALTOR AssociationsWin Grants to FundHousing Programs

The NATIONAL ASSOCIATION OF REALTORS awarded grants

totaling more than $60,000 to 19 state and local

REALTOR associations through the Housing Opportunity

Program this year. The HOP grants program is a national

effort to promote and expand affordable housing in

communities across the nation. Since its inception,

the program has awarded more than $660,000.

Arcadia Association,

Calif.: $1,000 to support

a forum for elected

officials for a discussion

related to the communitys

redevelopment plans.

Akron Area Board, Ohio:

$2,500 toward a con-

sumer housing summit

with the theme Dont

Give Up the Dream.

Asheville Board, N.C.:

$3,000 to create a free

short sale and fore-

closure prevention

course for the public.

Fredericksburg AreaAssociation, Va.: $5,000

to support participation

with several other local

REALTOR associations

to create an online,

interactive resource

providing information

about affordable housing

programs, financing op-

tions, and best practices.

Hays Board, Ky.: $2,000

to conduct a survey of

community housing needsto determine the best

use of land for additional

housing development.

Mainstreet Organiza-

tion of REALTORS, Ill.:

$3,000 toward a program,

in partnership with a

VA hospital, to provide

security deposits for

homeless veterans.

San Mateo County As-

sociation, Calif.: $2,000 to

present an educational

workshop for first-time

home buyers, which will

explain the home buying

process from start to finish.

Santa Clara County

Association, Calif.: $5,000

to fund andoperate a

foreclosure prevention

center through a consor-

tium of nonprofit housing

agencies, the city, and local

REALTOR associations. West Metro Board, Ga.:

$2,500 to work in conjunc-

tion with the city and hous-

ing authority to create a

program to provide down

payment assistance to

qualified borrowers.

Williamson County As-

sociation, Tenn.: $3,000

to create a Web site to

inform the public about

changes in the housing

market, requirementsfor home ownership,

and how to be a respon-

sible property owner.

To learn about more

programs and applying

for assistance grants,

visit REALTOR.org.


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Historic REALTOR Rally Makes an Impact!On May 17 nearly 14,000 REALTORS from all over the United States gathered at the

base of the Washington Monument in Washington, D.C., to rally for the American Dream

of home ownership. The goal was simple but important: Show the countrys leadership

that Home Ownership Matters. Twelve members of Congress attended, including

Sen. Johnny Isakson (R-Ga.) and Rep. Steny Hoyer (D-Md.), both of whom spoke at

the rally, and 29 media outlets, including CNN and CNBC, covered the event.

NAR Establishes MLSTechnology and EmergingIssues SubcommitteeThe NATIONAL ASSOCIATION OF REALTORSboard of directors acknowledged the growing com-plexity of MLS technology issues by creating an MLSTechnology and Emerging Issues Subcommittee that

will anticipate and analyze MLS technology issues.The subcommittee has a chair and 15members, eight

of whom are REALTORS with experience in gover-nance or operation of a local or regional MLS, and therest are MLS administrators or MLS technology oradministrative staff. Among them are Carl DeMusz,

RCE, CEO of the Northern Ohio Regional MLS;Merri Jo Cowen, RCE, ePRO, CEO of the My FloridaRegional MLS; Shawn Dauphine, MLS director at theHouston Association of REALTORS; Jim Harrison,RCE, president and CEO of MLSListings, Calif.; andRachel Wiest, RCE, vice president of operations forTriangle MLS, N.C.

The work of the Multiple Listing Issues and Poli-

cies Committee has become increasingly difficult as

the amount and complexity of technology involvedin MLS and in real estate brokerage have grown. This

subcommittee of technologists will provide a betterview of how information moves in cyber-space andthe effect of technologies on real estate transactions.

This group is charged with developing timely,relevant proposals for optimizing the value of MLSfor REALTORS and consumers for consideration bythe MLS Committee and the NAR Board of Direc-tors. Look for updates on their work here and onlineatREALTOR.org.

Member Benefits Go VideoThe Wisconsin REALTORS Association rolled out a new 18-minute member benefits video

covering everything from advocacy to education. The video was produced and recorded

internally, and the footage was captured at our own facility, says Rob Uhrina, vice president

of marketing and communications. The budget was staff time, plus about $200 of stock

footage. WRA posted the video on Facebook and YouTube, and Wisconsins local associations

use the video during new member orientation. View at www.wra.org/Resources/Video_

Center/WRA_Member_Benefits_Video.


8th REALTOR Care DayDraws Record ParticipantsNearly 450 Ohio REALTORS, family, and friends cleaned, painted, pruned, and planted in June a

part of the Columbus Board of REALTORS eighth annual REALTOR Care Day, helping improve

homes in 21 surrounding areas.

Started in 2005, REALTOR

Care Day is an annual day of

service to the communities in

which REALTORS live, work and

raise families. For the main proj

this year, CBR partnered withHomeport to improve five home

in a low-income subdivision.

We cleaned, repaired, painted,

landscaped, fixed gutters,

recarpeted porches, and install

a new shed, said Bob McCarth

co-chair of the 2012 REALTOR Care Day committee. REALTOR Care Day is funded through the

REALTORS Charitable Foundation Fund. Area realty associations are offered matching funds (up

to $500 each) to help fund their community service efforts for this event. Additional assistance

received from many individuals and companies through in-kind donations of money, goods, and

services. More than $33,000 was invested to accomplish the 34 projects around central Ohio.


12/32

Briefing


C O NT I NU I NG A E ED U C AT I O N

Marti Ackerman, RCE ,Lakes County Association, Minn.

Marcia Bartol, RCE ,Greater Bangor Association, Maine

Jean Beck, RCE ,Hilton Head Area Association, S.C.

Steve Candler, RCE ,Brunswick County Association, N.C.

Claudia Chappelle, RCE ,Rhode Island Association

Meet the New RCEs These 20REALTOR association executives earned their RCE (REALTORassociation Certified Executive) designation after an extensive course of study and exam in March. RCE is the only professionaldesignation created specifically for REALTOR association executives. It exemplifies goal-oriented AEs with drive, experience, andcommitment to professional growth. Candidates earn the designation by accumulating points through an experience- and education-based application form and a comprehensive written exam. For more on the RCE designation, visitREALTOR.org/RCE.

Isaac Chavez, RCE ,

Las Cruces Association, N.M.

Cynthia Cumbie, RCE ,

Brunswick County Association, N.C.

Carla Dane, RCE ,

Orange County Association, Calif.

Karen Dumond, RCE ,

Massachusetts Association

Cade Fowler, RCE ,

Lubbock Association, Texas

Chris Harrigan, RCE , National

Association of REALTORS, Ill.

Kathy Hayes, RCE ,

North Bay Association, Calif.

Shaun Jillions, RCE ,

Oregon Association

Pam MacConnell, RCE ,

West Volusia Association, Fla.

Richard Marshall, RCE ,

Prince William Association, Va.

Wil Riley, RCE , Charleston Trident

Association, S.C.

Sharon Sample, RCE ,

Ashland Board, Ohio

Richard Stauffer, RCE , Hamptons

North Fork REALTORS, N.Y.

Jonathan Wallace, RCE , CAE ,

Oregon Association

Sandy Zigler, RCE ,

Atlanta Board, Ga.


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My REALTOR Party

Young Members PromotePolitical InvolvementThe Young Professionals Network of the Greater Nashville

Association of REALTORS proves that the industrys youngestmembers are not just about light-hearted happy hours:They can take on serious issues, raise serious funds,and throw a seriously great party!

In March, this YPN chapters RPAC fund-raiser atthe prestigious Governors Mansion outside Nashville

brought together REALTORS from across the stateand raised more than $35,000.

The YPN chose to host an RPAC fund-raiserbecause we believe in the REALTOR Party and whatthat represents in terms of protecting the real estateprofession, says Andrew Terrell, 2012 GNAR YPNchair, and we want the entire real estate communityto know that we are committed to all that it meansto be real estate professionals.

STRATEGIZING SUPPORTBy scheduling the fund-raiser to coincide with the

Tennessee Association of REALTORS Spring Con-

ference and securing support from NAR within48 hours of requesting funding, GNAR ensured early

on that the event would be well supported, and wellattended. NARs quick and generous response [also]

sent a really strong message of support, says GNARChief Executive Officer Don Klein (see sidebar forhow to apply for fund-raising grants).

The Tennessee RPAC stepped up to fund much ofthe event, which was pretty straightforward. How-ever, certain state regulations prohibiting NAR fromcontributing directly to the state or local associationnecessitated some creative thinking. They didnt saytoo bad, so sad, explains Klein. They said OK, we

cant write a check to the state or local associationfor this. What else can we do?

Ultimately, NAR wrote a check for $2,100directlyto the catering company, and sent ribbons, balloons,

and printed material to make the event especiallyfestive and informative.

TRANSLATING GOOD TIMESINTO GREAT CONTRIBUTIONSCynthia Shelton, NAR RPAC liaison, was amazed

by the phenomenal enthusiasm the event generated,which was channeled into real support. These youngpeople absolutely get the importance of RPAC. But

we also wanted to convey that the more involved they

become, and the higher they raise their profile in thecommunity and the industry, the more likely the restof us will call them with referrals, Shelton explains. Inshort, the message to young professionals is: Come tothese fun eventsand boost your own bottom line.

The allure of a networking opportunity isnt theonly reason young professionals were drawn to the

event. As NAR Region 4 Vice President MiltonShockley of Greenville, S.C., concedes, It may be

just a little easier

to generate thiskind of enthusi-asm in an election

year. Regardlessof whether that

was the reasonthese young folks

were so firedup, Shockleyremarks, it was

great for thoseof us already in-

volved in RPAC to see the excitement of the up-and-coming generation.

Brian Copeland, a Nashville native and the 2011

national YPN chair, applied a certain amount of

friendly peer pressure at the event, calling out hisyouthful colleagues by name, noting, I know the mar-kets tough, but I also know you just closed a deal andhave a sizeable commission coming in.

When the proverbial dust had cleared, the eventraised more than $25,000, with an additional $10,000or more received in pledges that evening. GNAR,YPN, and RPAC are already planning to replicate this

great Tennessee success on an annual basis. Who saysyouth is wasted on the young?

How to Get anRPAC Fund-RaisingEvent Grant

RPAC Fund-raising Event

Grants of up to $5,000

help state and local

associations increase their

RPAC fund-raising receipts

and RPAC participation.

Although participation in

the program is subject to

your states law, approved

grants may be used

on events and items,

such as fund-raising

videos; major investor

development; and/or

RPAC messaging for new

member orientations.

To receive a grant

you must commit to

forwarding 30 percent

of all RPAC funds raised

through this year toNational RPAC. To apply,

go to realtoractioncenter

.com/for-associations

and click RPAC

Services for more grant

requirements, criteria, and

applications. Questions?

Call 202-383-1191.

Attendees at the GNAR YPN RPAC fund-rai

By Tania Lee


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B U I L D I N G T H EBEST LEADERS

Why people will follow you

A soldier doesnt want to follow a leader

who cant read a map, but the hard skills

arent enough. If they were, West Point

would simply teach strategy and tactics,not leadership. There should be a rough

balance, but in my view, the softer skills

are more important in a volunteer leader.

If the practical side strongly dominates, it

can lead to micromanagement and burnout

if the leaders feel they have to know and do

everything. So, although a volunteer leader

should have at least a basic understanding

of relationships within the organization,

the structure, and the issues, thats not

why people will follow. They will follow you

because they believe in you. Truly great

leaders dont just understand the process,they understand people.Steve Francks

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.

REALTOR association leadership trainers share their expertise and experience in teaching others to how to lead.

Todays leaders

must be bold

The key qualities volunteers need to

fulfill the expectations of the REALTOR

organization in 2012 and beyond are differentthan in the past. Years ago, organized real

estate was like a social club. Members

volunteered because they could network

and interact with their REALTOR friends.

Big decisions were not controversial or

life-changing for the members. Today,

thats not the case. Associations make huge

strategic decisions every day that can affect

members businesses, so leaders have to

have the courage to make them. And the

pace of the decision-making process has

changed dramatically. For example, if a key

political issue comes up, an association mayhave hours to act. Theres no time for work

groups or extensive committee research.

Today, its all about empowerment. Leaders

and staff need to be empowered to act and

act quickly if necessary.Keith Holm

The most important

leadership quality: vision

I believe that leadership qualities, such

as empathy, fairness, and flexibility, are

absolutely essential for leaders, but byfar the most important is vision. These

qualities, in my opinion, make up about

80 percent of whats needed to be a good

leader. Certainly knowing what to do

and understanding structure, roles, etc.,

are important, but these things can be

learned. Thats why people study leadership

through training, courses, and books, so

that they can learn the skills needed to be

leaders. But its awfully hard to learn (and

teach) vision, empathy, and flexibility. My

best leaders over 31 years in association

management have been those who havea vision but are flexible enough to change

when needed, and they treat others with

kindness, fairness, and empathythey are

mentors.Diane Ruggiero

* The NATIONAL ASSOCIATION OF REALTORS REALTOR Leadership Program (RLP) is described on p. 6 or visit REALTOR.org/programs/realtor-leadership-program-rlp.

By Carolyn Schwaar


15/32


Leading with the

heart and the head

Outstanding leaders are a combination

of skills and qualities where all essential

components and aspects are balanced. These

leaders are people who rise to the occasion

in times of adversity and mobilize their team

toward a common envisioned goal, working

in concert with their CEO. When the skills

and qualities are skewed or out of balance,

so are the leadership outcomes. For example,

a leader with confidence and enthusiasm

but no understanding of structure or roles

can quickly lose the respect of the rest of

a team that possesses an understanding

of the mechanics.Adorna Carroll

Listening as a

leadership style

I once had a leadership course participant

who was very quiet and subdued. I wasnt

sure if he was bored or just uninvolved.

After a few hours giving no real response,

he finally offered some input on a question

of how to solve a problem that was brewing

in another participants association. His

suggestion was absolutely astounding and

spot on. After class I thanked him for his

input and I asked, Why were you so quiet

throughout most of the class? He responded,

Well, I guess my style is to listen to others,

and if I dont have anything new to add, or

anything to add thats going to change the

course of the conversation, I just save my

breath. I loved that response and I love

those quiet leaders who dont feel they

have to respond to every comment thats

made in a meeting. When those types of

leaders finally do speak up, everyone takes

notice and listens. I find thats a wonderful

leadership quality.Diane Ruggiero

Leaders born, and made

Training volunteer leaders is the best wayto both accomplish significant strategic

goals, and also to foster more leaders. We

can learn a lot from the for-profit sector

where 85 percent of the top 20 companies

in the U.S. engage their leaders and

directors in leadership training. Volunteers

with opportunities to hone their business,

communications, and interactive skills are the

ones who will benefit their association, as well

as work on their professional development in

their own business.Melynn SightSuccessful praconers

make successful

volunteersThe key quality todays volunteers need is

the ability to understand technology and its

impact on their business, on the association

and the MLS; and, most important, on

consumers. The best leaders are successful

in their business and can bring those

business leadership skills to the table for

our organizations.Diane Ruggiero

Vision but no crystal

ball required

Today, REALTOR leaders must focus on

the mission of their organization and study

the environment in which their members

work. Defining future opportunities, as well

as possible threats that will affect their

members, and determining how best to

respond to these factors, is a critical part ofa leaders job. This is an extremely difficult

challenge for a volunteer leader because

he or she must have the skills to define

the change that is required, develop a plan

to implement the change, and influence

members to accept and benefit from the

change.Roger Turcotte

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

If it aint broke . . .

Many leaders come to their position

wanting to fix what they perceive is

broken rather than working with the other

members of the leadership team to allocate

available resources in a way that ensures

that members receive the support that

they need to provide their clients with

high-quality service. Roger Turcotte

Pick whats important

and make it happenTodays leaders, who are far more time-

challenged than leaders 20 or more years

ago, must be more focused and amenable to

change. They must be willing to see options

and adjust because so many more options

are available today. And the time factor

makes priorities ever changing. Todays lead-

ers must be ready to pick whats important

quickly and be ready to do whats neces-

sary to reach their goals on a much more

accelerated pace than in the past. Yet, most

REALTOR associations are still doing things

the way they used to, which means slowly.

Alice and Don Martin

First, you have to believe

Today leaders need flexibility and thedesire to help others look good, but mostly

a strong belief that organized real estate

offers real benefits to our members. A

good leader today will also need to find

ways to get people excited to volunteer

for a specific event or task, not just serve

on a committee.Suzanne Yost

The most important

leadership quality:

ability to listenLeadership qualities and skills are far more

important overall than understanding the

association structural issues, such as job-

defining duties, roles, and responsibilities. A

key quality for effective leaders is the ability

to listen. Members feel a lot better about

decisions made when they feel their opinion

was heard and appreciated.Keith Holm


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Its not about your legacy

The biggest mistake I see in aspiring leaders

is when they think they need to leave a legacy

or their mark on the organizations they lead.

Great leaders naturally leave their mark; they

dont have to have a special project, service, or

program in mind as they come up through theleadership ranks. If they think its about what

they will leave behind instead of whats good

for the entire organization and its members,

then its a recipe for disaster at worst and

failure at best.Diane Ruggiero

Eureka, hes got it!

A young leader shared with me that he

had always admired a particular person in

his association who had been a REALTOR

leader for many years at all levels of theorganization. After attending the RLP course,

however, he realized that what he admired

was the importance of the positions that this

individual had held rather than the persons

ability to lead. The young leader said, What

I have learned today is that its really about

how much my members get and not so

much about what I get.Roger Turcotte

Self-defeang 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 partner-

ship between volunteer leaders and profes-

sional 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

The incomplete leader

Unfortunately, many leaders do not understand

the role of a leader. Leaders can move in the wrong

direction, but do so with incredible confidence that

they are doing the right thing. I often encounter aleader doing what he or she thinks is best for an

organization without paying attention to the strategic

plan or without getting appropriate input from the

members. On the other hand, its very common to

see a leader who understands his or her role but

lacks one or more of the leadership qualities (such

as empathy or backbone) that are required for a

volunteer leader to be effective.Roger Turcotte

The most important

leadership quality: courage

Todays leaders require more than just vision, outside

perspective, and the mechanics of how to lead. What

they require most is the courage to lead a group toward

a horizon line where the industry landscape may be

not only dramatically different but also outside the

comfort zone of most volunteers because it challenges

perceptions of what they have always done before.

Reinvention, adaptability, and fluid decision-making

are essential, and many groups are not configured

to meet that challenge.Adorna Carroll

Mastering technology is a must

The REALTOR organization and the industry have

become more complex than ever, with new technology,

new programs and initiatives, and more regulation

at every level of government. With so much going on,

theres always a new bright, shiny object coming alongthat can distract the organization from its priorities.

So I think great REALTOR leaders today must have the

ability to focus their personal attention on a few key

issues and to move them forward. Basically, you have

to keep your eyes on the prize.Steve Francks

With great power comes

great responsibility

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

B U I L D I N G T H EBEST LEADERS CONTRIBUTING

LEADERSHIP TRAINERS

Adorna Carroll is broker-owner of

Realty3 of Connecticut and president

of Dynamic Directions, an

international sales training

consulting firm.

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


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 workswith 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.


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P r esi d en ts w i th Zea lAssociaon execuves and elected leaders work together to build members business

success, advance associaon objecves, and inspire members to parcipate. Associaon

leadership is, aer all, a partnership. Here REALTOR AEfeatures four outstanding associaon

volunteers who are working with passion and enthusiasm for the REALTOR mission.

By Carolyn Schwaar

Leadership by Example Technology Optimism

I, at the end o the day, I havent

helped members in their busi-

ness, then I didnt do my job as a

volunteer, says Holly Mabery, 2012

president o the Arizona Association

o REALTORS. And its through tech-

nology that Mabery says associations

can best help members today.

Members need quality technol-

ogy rom associations to make the

transaction smoother, communi-

cate, and make the connection with

consumers, says Mabery. Arizona is

the only state that boasts a statewide

transaction management programand is fnalizing an online one-stop

shop that will combine access to a

wide variety o tools, orms, data,

and listing inormation. Showing

members what tools we oer to

help them out o the crazy downturn

is one o my priorities this year.

As a young, tech-savvy leader,

Mabery is not only an advocate or

technology but an enthusiastic user.

For example, when the association

recently launched a new e-signature

member beneit, Mabery testedthe product extensively so that she

could be sure it was the best option

or 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 o this energetic

leader. By constantly engaging on

social media, I ind Im reaching

agents on dierent levels and they

know that Im here to help, Mabery

says. This is especially important

when it comes to the younger gen-

eration, like the states YPN group.

Launched this year, the group has

been airly energized, but theyre

more engaged online than they are

in actual meetings, notes Mabery.

Seeing the dynamic engage-

ment o members on the Arizona

REALTORS Twitter eed and Face-

book page, and the valuable inor-

mation exchanged, Mabery decided

to launch a Facebook group just orthe states local association volunteer

presidents and another or 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.

Our association is only as

good as the eort we put

into it, says Chris Jett, 2012 presi-

dent o the Coastal Association

o REALTORS, Md., who has spent

his presidency trying to lead by

example.

Maintaining his spot among the

top 2 percent o local sales people

while volunteering or the local

and state REALTOR associations, or

local charities, and as a kids sport

coach, Jett demonstrates his resolve

to give back everywhere hes needed.

Its been difcult in this marketto get people involved, says Jett,

who hopes his visibility inspires

others to volunteer. Its impor-

tant to have a ace in the com-

munity, not only or my business,

but or the REALTOR association.

As an advocate or the asso-

ciations programs and products,

Jett has boosted communication

via technology and devoted time

to meeting with members in per-

son to drive home how REALTORS

beneft rom their association. His

priorities have been establish-

ing more usable data products

or members and launching data

sharing with neighboring MLSs.

I have told Chris many times, he

is the right person at the right timeor our organization, says Sheila

Dodson, the associations CEO. He

exemplifes doing it all while keep-

ing his priorities straight and always

presenting a calm, cool approach.

Jett says hes a frm believer

in ollowing the procedures and

processes involved in volunteer

leadership, ensuring that issues are

pushed through the proper chan-

nels and addressed by the entire

leadership team without hidden

agendas. One o my strategies wasto really ocus on our strategic plan,

he says. Too many times the objec-

tives kept rolling into the next year.

Tough decisions needed to be made

to keep our association relevant.

16 REALTORAE Summer 2012


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20/32

Advocate for Engagement

Raise the Bar forMembership Motivation

Steve Banks, the 2012 presi-dent o the Kansas City Re-gional Association o REALTORS,

is very comortable engaging his

legislators, which accounts or

a large part o the associations

success this year deeating anti-

home-ownership legislation. In

act, Banks is a strong supporter

o the REALTOR Party and shares

this message with members in

monthly articles in the asso-

ciation publication and at events.He encourages members

to become more knowledgeable

about the legislative issues im-

pacting home ownershipand to

participate in each Call to Action

and contribute to RPAC to sup-

port these eorts, says Diane

Ruggiero, the associations CEO.

But it isnt just Banks personal

and proessional interest in politi-

cal aairs aecting his community

that drives him; its the long tradi-

tion o involvement at the asso-ciation, he says. Ive always elt

that our members see political in-

volvement as the biggest member

beneft the association provides.

They see it as something the as-

sociation can do or them that they

could never do or themselves.

And what the members think is

important, is important to me.

So ar this year, Banks push or

political engagement and und-

raising has resulted in new major

donors and more Presidents Circle

members. Hes particularly excited

about the involvement o YPNers in

RPAC, though. When I took a ew

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 o

resolve that we see in YPNers that

makes the leaders o tomorrow.Banks takes every opportunity

to communicate pol i tical

involvement to members. He

actively encourages members

(o all ages and experience)

to get involved, because he

realizes that the strength o the

association depends on strong

leadership year ater year, says

Ruggiero. As the associations

spokesperson, that message o

a need or perpetual strength is

one Banks delivers to members atnew 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 o personal invi-

tation is how I became involved 19

years ago, so I know it works.

E ncouraging members toparticipate in the associationwhen the market is booming

is diicult; inspiring them to

participate during a slowdown is

even harder. But at the Greater

Louisville Association o REALTORS,

one volunteer leader set out to

prove that association involvement

is the path to business and personal

success or area REALTORS. Strong

leadership during tough times is

critical, says GLAR 2011 President

Lamont Breland. Leadership

starts by building relationships,

and that starts with involvement.

Brelands mission to inspire

involvement began by getting

involved. I showed up, he says, to

committee meetings, community

events, chamber o commerce,KAR events, NAR events. I wanted

to be visibleI even joined the

Womens Council o REALTORS.

Breland is also very active in

GLARs community service proj-

ects, including helping to organize

a gol outing that raised $9,000 in

its frst year or local charities, put-

ting in sweat equity hours renovat-

ing donated homes or the Fuller

Center or Housing, and serving ice

cream at the ice cream social or

St. Johns Center or the Homeless.Behind the associations culture o

involvement was the idea that mem-

bers could thrive through the down-

turn only i they contributed their

energy and new ideas to association

programs and services. The mes-

sage was always be positive, says

Breland. Times are tough, were all in

this together; we need each other. So

next time youre asked or eedback,

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 associa-

tions CEO, says Breland is char-

ismatic, ull o 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 enve-

lopes 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 chap-

ter to stimulate younger member

involvement, taped several inspi-

rational presidential podcasts, and

spoke at every new-member ori-

entation. He encouraged all lead-ers 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 o their membership.

The theme during his presidential

year was Raise the BarReap the Re-

wards, and a new award was created

that let REALTORS nominate a ellow

REALTOR who had gone above and

beyond in exemplary and outstand-

ing service. These Raise the Bar

Award recipients were honored atthe annual meeting and showcased

in the newsletter to the membership.

At his inauguration, Breland o-

ered this ftting quote: Service is the

rent we pay or living; its not some-

thing we choose to do when we have

time. These are words wed all do well

to rememberwhen motivating our-

selves, and inspiring those we lead.

18 REALTORAE Summer 2012

P r e s i d e n t s w i t h Z e a l


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thought to myself that this would be a good day towork through the stack of papers on my desk. In-stead, I spent the morning listening to a member

so angry I thought his eyeballs would melt, thentroubleshooting with staff to find a remedy, and fi-nally closing the loop with his managing broker andleadership.

For a people pleaser like me, the first questionthat comes to mind in the aftermath of an enraged-member encounter is: Is it me? Is there somethingI could have done that could have prevented thismembers flash point? In this instance, probablynot. The member had paid his dues late and was is-sued a $50 fine that he simply didnt want to pay. Inbetter economic times, I wouldnt have heard fromhim, but since the member hadnt sold a house in six

months, the resulting financial pinch made this fineworth arguing over.

Flash points occur with some regularity in all

work environments, says Terri Fairchild of Fair-child Business Coaching. We can employ strategiesthat minimize the number of instances, but they willcome, and when they do, we need to know how torespondwhich is the key to our success. That is,

we have the response-ability to respond in a level-headed manner. This isnt always easy, but we can im-prove our success rate if we have a practical plan inmind. Many times a wonderful source of the prac-tical comes from direct experiences in the field.

When I receive a call from an upset member, Iclose my door and settle in to do one thing: listen,says Mark Stallmann, CEO of the St. Charles Coun-ty Association of REALTORS, Mo. Ive tried sev-eral approaches in the past, but after being in the in-dustry for several decades, listening empatheticallyseems to be the shortest route to a calm ending. Itdoesnt always work, but Id say Ive had an 80 per-cent success rate, and that works for me. Followingsuch a call, Stallmann sends a confirming e-mail to

the upset member, making sure she knows that heheard her, thereby validating her viewpoint. If itsan issue that requires action, Ill also let her know

that well work through the process to address herconcerns, he adds. Depending on the situation, Illlet the managing broker know about the conversa-tion so he isnt blindsided and to let him know thatthe association is engaged and responsive.

If instances of flash points were limited to one-off calls, Stallmanns advice would take care of everyneed. What should we do if a member begins a nega-tive campaign? Or, worse yet, if weve got a difficultleader?

On several occasions, Ive had to deal with thenext level of negativity, says Isaac Chavez, CEOof the Vermont Association of REALTORS. Once

Ive listened to a member and tried to assuage hisconcerns, sometimes its not enough for him and Ican tell hes going start a fire of discontent in his of-fice. In those instances, I will immediately call thepresident and brief her on the matter, get her advice,and then contact the members managing broker toquench as much of the heat as possible.

Chavez has found that widening the circle of sup-port strengthens his position. REALTORS knowREALTORS, so including people who are leadersin the complainers circle of influence can go a long

way in dampening efforts to cause community dis-tress.

Several years ago, Joe Adams*, an AE from an as-sociation in California, was forced to grapple withthe highest level of difficulty on the scale of asso-ciation conflict issues: a negative leader. For somereason, the new president and I didnt mesh, recallsAdams. I tried every encouraging Steven Covey-Dale Carnegie principle I could muster, and nothing

worked. At each meeting, this person was front-and-center disagreeing with me, calling me into questionat every turnit was horrible. Thankfully, several of

Tips for HandlingUnhappy MembersThe phone on my desk beeped. Youve got a call on line one, saidMeghan, my receptionist. Its a member and hes not happy. Ithadnt been five minutes since Id walked in the door, sat down, and

Management

Shane Johnson is

CEO of the Quad City Area

REALTOR Association,

Bettendorf, Iowa. He can be

reached at 563-355-6655 or

[email protected].


I tried every

encouraging

Steven Covey-Dale Carnegie

principle I

could muster,

and nothing

worked.an AE to remain anonymous


23/32


our leaders were levelheaded, so rather than meet-ing alone with the president, as Id traditionallydone, I began to meet with the three officers. Theinclusion of peer leaders forced the president to

modulate his approach, and things settled for therest of the year. As a result, whenever conflict arises

with members, I try to keep another leader betweenme and the member, and it helps keep me out of thecrosshairs.

Remember, no matter how much we aim toplease, difficult people and difficult situations willmake their way into our lives. Effective leaders areable to avoid confrontation, primarily by listen-

ing, and then using the effective communicationskills that landed them the job in the first place tofacilitate an ongoing dialogue until resolution isachieved, says Fairchild.

No doubt the economic sentence our membersare being required to serve will continue to placea high level of stress on many of them for years tocome. Rather than return the blows, let us insteadlead through difficult episodes by employing theresponse-ability that resides in each of us to navi-

gate to a positive result.

*name changed to protect anonymity

Ms. Were-all-doomed-anyway.

Optimism in challenging times can

be difficult 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.

Mr. Nothings-ever-enough.

If you encounter people who keep

asking for moremore time, more

money, more recognition, more

attentionset firm limits in writing.

Say no, if appropriate. Make them

follow the usual procedures but treat

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.

Mr. Im-the-victim-here. Staffmay want to sympathize with

members who portray them-

selves as victims. Those members

complain a lot and manipulate

others into feeling sorry for them

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.

Ms. Do-you-know-who-I-

am? Arrogant people can be very

defensive and critical of others. Often

this is to mask deeper feelings of

insecurity. To service them, never

criticize without first offering praise.

Dont surprise them. Be warm

and friendly even when they seem

aloof. Help them feel connected to

others, the group, the team, etc.

Mrs. Youll-fix-this-or-else.

Hostile members tend to bully staff

by being abusive and intimidating.

They value high levels of self-

confidence and aggressiveness and

demean those who dont possess

these qualities. Stand up to them

without fighting by assertively

expressing your opinion (In my

opinion, youre wrong.), but

dont allow a fight 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 difficult when

pressured. Give stubborn people

extra time to adjust to change.

Give them options and choices,

and be casual in your approach.

Effective

leaders are

able to avoidconfrontation,

primarily by

listening.Terri Fairchild,

Fairchild Business Coaching


24/32

Friends in LeadershipSometimes its great to be where everybody knows yourname, but for some small associations, the cozy dynamicbetween volunteer leaders and association staff can veer

into too close for comfort if youre not careful.In small associations, members likely know their

volunteer leaders personally, which helps build therelationship and trust between leaders and members.

Many of our members know each other and sothey are comfortable with elected leaders becausethey are likely someone members know, says Nancy

Deichert, AE of the 311-member Bismarck MandanBoard of REALTORS, N.D. This holds true for theassociation executive and leadership as well. Weknow the leadership and talk to them regularly, and

we end up knowing about their spouses, children, lifeevents, and so on. Knowing about their lives helps tobuild a positive relationship with them. Leaders canbe a part of your life for years and years.

R-E-S-P-E-C-TSmall board leaders bring more of their personality

to the job, and because the relationship betweenvolunteer leaders and their AE is more personal at

a small board than at a large one, business as usualdoesnt apply year after year. Della Csehoski, AE withthe 176-member Cambria Somerset Association ofREALTORS, Pa., advises, As an AE, be ready toadapt to your presidents style of communicationand management.

Another way to help build this relationship is toshow mutual respect. Neither of you got to yourcurrent position without a great deal of knowledgeand skill, explains Csehoski. Share that and worktogether. You may discover someone you really likeand deeply respect.

TEACHERS PET

Friendly is good, but too friendly can create a per-ception of favoritism. I think small boards benefitbecause you can have a closer relationship with yourleadership, but that can be a double-edged swordbecause people always think you play favorites, saysCsehoski. Its important to be clear that decisions

are always based on the associations policies andrules.

THATS NOT ACTUALLY YOUR JOBClaims of favoritism are one thing, but another prob-lem that pops up at small boards is the urge someleadersboth current and pasthave to microman-age the association staff. A clear job description forboth roles can alleviate this problem, and ensure aclear line of distinction between volunteer duties andAE and other staff obligations. Looking over NARsroles and responsibilities guide with your incom-

ing leaders helps to set and manage expectations.

If there is a disagreement about your roles, you canthen reference your bylaws or bring it to your boardof directors for review.

Building a solid foundation, which starts with yourleadership team, helps everyone make strides in a

positive direction. The members will see how well thisrelationship works and theyll want to be a part of it.

Ultimately, by striking a balance between beingfriendly and being too friendly, maintaining mutualrespect, and clearly defining responsibilities, you canensure a fruitful relationship between volunteer lead-ers and association staff at small boards.


Small Board

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

[email protected].

Adapted from The Friendship Fix: The Complete Guide to Choosing, Losing, and Keeping Up with Your Friends, by Andrea Bonior.

5 Common Pitfalls of Workplace Friendships

1. Drawing inad-

equate boundaries.

Revealing too much

personal information

about yourself can

greatly damage your

professional identity.

2. Creating an all-

for-one partnership.

Dont allow a great

working relationship

to cloud your

opportunity to shine

as an individual.

3. Overindulging

in gossip. Although

occasional gossip

happens, too much

can ruin your trust-

worthiness.

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.


25/32


26/32

later. Unfortunately, thats not the case. Althoughthe real estate industry is in a slow but steady climbin parts of the country, other areas are still strug-

gling 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 trim-ming, there are many strategies for cutting yourbudget before turning to layoffs (see sidebar, p.25).

Also, know that you can downsize your payrolland keep all of your employees by instituting cre-ative staffing solutions, such as four-day workweeks,

job sharing and part-time positions, or even unpaidvacations for months at a time. You may be surprisedby how many staffers would like to work less or takesix months to travel or pursue an educational oppor-tunity (knowing their job would be there when theyreturned from leave). In addition, when a staff per-son resigns voluntarily, determine whether you can

eliminate his or her position by delegating duties.Should you find yourself in the unenviable posi-

tion of handing out the proverbial pink slips, hereare some guidelines to help you through the process.

DEVELOP CRITERIA FOR TERMINATION

Define termination criteria up front to limit your li-ability regarding age and other types of discrimina-tion. For example, will you consider job functions,seniority, poor performance, or a combinationthereof? If you decide to lay off the poorest per-formers, be sure to base your decisions on currentdocumentation of the employees performance. Ul-

timately, the decision should rest with the AE andhis or her senior staff, not elected leaders.

Before selecting employees to lay off, review yourlist to determine whether there is disparate impact.For example, will more minorities be impacted thannonminorities? Does your list consist of mostly em-ployees who are age 40 or older? If so, ensure that

you could justify to a court that your decisions werebased on business necessity rather than race, age, orother legally protected categories.

DETERMINE BENEFITS

Identify what type of benefits you will provideto terminated employees, such as severance, out-placement assistance, or continuation of medicalcoverage. Check your retirement plan and health in-surance coverage provisions to determine what typeof benefit continuation is allowed and for how long.

USE LEGAL COUNSELPrior to any terminations, seek outside counsel thatspecializes in employee relationsin particular, re-ductions in force. Your lawyer can help you assess

whether your criteria are valid, determine whetheryour termination selections may have a disparateimpact on the basis of race, color, religion, sex, ornational origin, and develop the proper employmentreleases.

GET AN EMPLOYMENT RELEASE FORM

Your association attorney is your best resource for

knowing state employment laws and developingan employee release. At a minimum, the release in-forms the employee of the financial considerationshe or she will receive, confirms that the employee

will not disclose proprietary association informa-tion, and identifies what type of benefits you willprovide and when they will end. Most important, a

valid release can significantly reduce claims of dis-crimination. If the terminated employee is age40 orolder, the release must also comply with the provi-sions of the Older Workers Benefit Protection Act(more info at www.eeoc.gov/eeoc/history/35th/thelaw/owbpa.html). Keep in mind that a valid release does

not preclude an employee from filing a lawsuit, forwhich an employer will incur attorneys fees even ifthe case is dismissed.

BE HO NEST, CON SISTENT,AND COM PASSIONATEThe best thing you can do for the employees affect-ed is to provide them with all the information theyneed to move forward. Although you dont want tobe inconsiderate, try to be as brief as possible. Be-

The Lowdown on LayoffsIt has been four years since I wrote an article here regarding how toprepare for reductions in staff. My hope at that time was that AErequests to my office for guidance on layoffs wouldnt be needed

HR Connection

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

[email protected].


Although

reductions in

force can be

very difficult,

they can be less

painful for you,

your laid-offemployees, and

your remaining

staff if planned,

executed, and

communicated

properly.


27/32


19 percent of REALTOR associations expect to cut staff in 2012.

REALTOR Association 2012 Outlook Survey

fore meeting with these employees, develop a scriptor checklist of items so you can ensure that each em-ployee receives the same information. For example,

you can tell them the reason for the layoff and what

benefits you will provide. Check your states unem-ployment compensation laws to inform your em-ployees when they will be eligible to file for benefits.

Let the employee know what your policy is onreference checks. Typically, employers will verifyonly titles and dates of employment. Salary informa-tion should be disclosed only if you receive signedauthorization from the former employee to releasesuch information.

Finally, youll need to obtain any company prop-erty in the employees possession. Regardless of

your feelings toward an employee, resist the temp-tation to promise to rehire when conditions permit.

WHAT DO I TELL MY STAFFAFTER THE L AYOFFS?Open communication with the remaining staff iscritical not only to your associations success butalso to its reputation. Inform staff that every effort

will be made to continue operations at current ca-pacity. Share with everyone your operational plan,including other reductions that were made andexpenses that were saved, so they understand that

every effort was made to save their jobs.Should you decide to create new positions soon

after the layoffs, be sure that they are substantiallydifferent from the positions you recently eliminat-

ed. Otherwise, former employees may think thatthere were discriminatory, rather than business,reasons for their termination.

Although reductions in force can be very diffi-cult, they can be less painful for you, your laid-offemployees, and your remaining staff if planned, ex-ecuted, and communicated properly.

OTHER WAYS TO SAVE ONSTAFF EXPENSESCheck your retirement plan provisions (contri-butions to employees 401(k), SEP, pension plans).Are they written with the option to reduce employ-

er contributions due to financial hardship? If not,this is one provision you might want to add. Con-tact your legal counsel to prepare the proper docu-mentation and to ensure that the plan documentsare filed with the IRS. Certain time frames mustbe met for plan amendments to be filed properly.Associations may also consider introducing or in-creasing employee contributions to their insuranceplans, such as copays, deductibles, or out-of-pocketlimits.

Wait, beforeyou cut staff!

Conducting layoffs is a

difficult task. However,

knowing that you have

eliminated all other

options before doing so

will help staff to better

understand its necessity.

Have you considered

renegotiating vendor

contracts, cutting back

on travel, jettisoning

expensive or little used

programs, streamlining

your operations,

partnering with other

associations, recycling,

putting off new

equipment purchases,

raising dues or fees,

charging fees for some

services, renting unused

space, signing up more

affiliate members, selling

services or education to

consumers, or renting

your mailing

list?

For more ideas, see

REALTOR AEmagazines

Ultimate Nondues

Revenue Guide online at

REALTOR.org/eomag.nsf/

pages/nonduesrevenue

guidewi12.


28/32

elementary school cut from the towns Web site andpasted into an MLS listingpotential copyright

violation.

Managing the risk of operating Web sites thatallow third parties to display content requires notonly sound business skills but also knowledge of thespecial laws that govern the application of liabilityto the operators of such sites. There are two la

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