Membership participation and involvement, for all members and volunteers, is a validation of AIP's relevance in today's democracy. But, is that democracy really a monarchy 'or' an oligarchy currupted by tyranny?

Increasing more participation and involvement generally eases the strain of organizational leadership. With increased volunteer participation and involvement, leader's can begin to lead by example 'versus' by following a co-leader, who doesn't have the organization's best interest, in mind.

Be advised of your responsibilities, as a member!

There are many who are not well advised. And just as many, who don't care, let alone stand around waiting for someone, to remind them of this unacknowledged fact of belonging.

One of the best means of communication within an organization is the use of that organization's many communication paths (i.e., ad hoc committees, board, conferences, electronic forum, email, meetings, newsletter, select programs, telephone and website).

Contributing articles and information of interest to others keeps the willing participants and volunteers interested and involved. Networking is another avenue for building lasting relationships, cultivating new one's and subsequently generating direct and indirect referrals.

Membership participation and involvement is maintaining contact, with others around us. Association is a part of life. Being a friend and making a friend, is a part of the same aspect of life.

Don't just stand for yourself, unite with others, and help make this world a better place.

The Value of Membership Loyalty --

Membership management and leadership carries a very high value of service and duty to any organization. What does such similar management and leadership responsibilities mean within AIP?

This is a very important question for any member to ask themselves prior to joining any organization. Membership management and leadership is often viewed incorrectly and without full and thorough understanding.

The value of membership loyalty is an absolute organizational mindset. This mindset can be evaluated by looking at three different aspects of an organization: its cultural centricity, its business decisions and its partnership relationships.

60% of a membership "management and leadership" strategy revolves around the people internal and external to that "particular' organization. What is the attitude of the leadership toward the membership? What is the attitude of the membership toward the leadership? Are they on the same wavelength or not? AIP Region 5 is changing from a 'commodity centric' mindset to that of being more 'cultural centric'.

30% of a membership "management and leadership" strategy should deal with changes or enhancements in the relationship ethics individuals choose to use to interact with each other in fulfilling decided requests. If these similar relationship processes are inefficient, no membership "management or leadership" strategy will eliminate any of these inefficiencies. In our case, as a part of AIP Region 5's implementation methodology, we must re-evaluate what we do, why we do it, and how we must do it, differently now, and in the not to distant future.

10% of membership "management and leadership" strategy is about our partnership relationships. If the first two characteristics are not adequately addressed, our partnering relationship will surely not bring any benefit to our organization. Member's within AIP Region 5, will sooner than later realize that once the necessary transformations are made in rebuilding the loyalty of our members (i.e., old and new), our cultural and business connections, will then merge with our partnership affiliations, thus becoming 100% more efficient in all aspects of our loyalty to our cause and subsequent benefits.

This is the value of membership loyalty. This is the total membership relationship that will begin to grow between the members, the potential members, and the leadership, of AIP Region 5.

AIP Region 5 must leverage the talents and ideas of every member and every officer. This, in turn, will increase member satisfaction, as well as, bolster more loyalty throughout the organization, at the same time.

Loyalty is what drives referral behavior and propels organizational growth.

ONLY A FEW THINGS IN LIFE ARE WORTH THEIR WIEGHT IN GOLD. THIS IS WHY MORE PEOPLE NEED TO BEGIN TAKING AN ADDED SELF-INITIATIVE, ABOVE AND BEYOND THE NORM.


There comes a time to stop dithering and actually making a solid decision to put a new plan into motion. Is the plan sanctioned? By whom? What does the top dog say? A good and sound plan of attack will answer the following questions:

Who is going to help put this plan into action? Support is essential, but not the save all. All decisions should be geared toward what will be in the organizations' best interest.

How will the plan address the need? Make sure everyone knows the "big picture". The plan must be achievable and believable.

What are the specific tasks and objectives of this particular project? The project will need to be staffed. Deadlines will need to be met, on time. Leaders & supporters will need to determine what responsibilities and roles, each of them will play. Everybody will need to know the importance of doing their part, and map out a proposed strategy, with contingencies.

How will success be measured? There should always be a target completion date. In addition, each leader and supporter needs to know, what constitutes success in their minds, and what constitutes failure. Moreover, everyone actively participating need to understand what will happen in the case of either success or failure.

How will expectations be managed? They will be managed by the leader who has agreed to be responsible for the administration and supervision.

Will these expectations be high or low? If the leader's expectations are high, the level of importance for these prospects will also be high.

The benefits of taking an added self-initiative pretty much comes down to the shared rewards.

Some say, dogs can smell fear, but what about people? People tend to "sniff out" genuine pursuits versus selfish ambitions.

Always consider the need for an alternative plan. Plan regular progress reviews, and remember: all actions taken -- don't require permission!

Edited by author 12-02-2007 05:29 PM
Fear Sells, But, It Takes Multiple Successes For People To Buy Into Courage

For most people, money and power are not random acts of nature, money and power are actually conscious pursuits of most people, in an organization and a society. Wouldn't you agree, that most people depend on others to persuade or tell them "what is good" and "what is evil"?

Fear also perpetuates "benign neglect". Benign neglect runs the spectrum from neglecting the poor to neglecting the truth. This kind of neglect (i.e., benign neglect) welcomes "plausible denial" and "strategic non-involvement".

Here's the punch line for buying into a courage decison over a fear final resolution: 1) why would anyone buy into fear?, 2) could it have anything to do with a lack of education?, 3) could it have anything to do with a lack of personal responsiblity?, 4) if no one responds to this courage decision over fear final resolution, what then?, 5) what say most people, next?, 6) do most people register any say?, and 7) does a courage decision over a fear final resolution reside in human ethics or something else?

What would good parliamentarian's buy and sell? Fear or courage? Human ethics or something else? Emotion or Logic?

Edited by author 01-10-2008 11:15 AM
LEADERSHIP * MANAGEMENT * EXECUTION

AIP members and guests, for those of you who may be interested in moving from a bureaucratic monster organization to a highly dynamic and revered powerhouse, be encouraged to read onward. This message is for all of you who want to be effective change agents and organizational reformers.

First and foremost, leaders must have followers; managers must have projects to manage; and execution requires a combination of each. For too long, most organizations tend to depend on one person 'or' a small group of people who attempt to do everything, themselves. In most cases, there is more work to do, than can be effectively done by one person 'or' a few.

Volunteers are great, if and only if they follow through on what they agree on or agree to do. The same is true, for employees. A good mix of selected individuals (i.e, employees and/or volunteers) whose work habits are known is essential to meeting the goals and objectives of any planned project, process or proposed activity.

Good leaders must put all adopted tasks, commitments and deadlines in writing. Thank you notes, are also relevant, in communicating to employees and volunteers. Good managers must be attentive, ask open ended questions, demonstrate interest and understanding, as well as, observe, clarify and act on non-verbal cues.

And lastly, dont' forget about follow-up meetings to assess task updates, in the event modified actions may be necessary to correct any concerns or related issues that may preclude the completion of a project or activity. Good leaders and managers can only execute all tasks at hand by defining and incorporating the team's ground rules upfront.

Active listening is the greatest attribute required by everyone (i.e., leaders, followers, managers, employees and volunteers). Active listening builds trust, cooperation and conformity. It is very important that the entire team engages in active listening.

Checkout the: "212 Degree Challenge"


http://www.walkthetalk.com/free-212°-movie...purchase-p-206.html


Push one more degree!!!

Good
site.

Edited by author 03-22-2008 06:29 AM

A HISTORY EVERYONE SHOULD GET TO KNOW --


http://www.state.gov/r/pa/prs/ps/2005/45214.htm


Jazz Appreciation Month, Mathematics Awareness Month, National Poetry Month and Parliamentary Emphasis Month, just to name a few~~~~

http://www.reagan.ute...


From "couples appreciation month" - to - "volunteer appreciation month".


http://www.indepthinf...

http://www.wicn.org/e...

http://www.tvjs.org...

The American Institute of Parliamentarians has several extensive certification programs, ensuring that members so designated have met the highest possible standards of parliamentary knowledge.
 

Certified Parliamentarian (CP)

An applicant for Certified Parliamentarian must obtain a grade of 80 or above on a written examination, and must earn 20 service points in areas such as Parliamentary Education, Service to AIP, and Professional Services.

The written examination contains multiple choice, short answer and essay questions on parliamentary procedures covered in Robert's Rules of Order Newly Revised, The Standard Code of Procedure, and Cannon’s Concise Guide to Rules of Order.

For more information about AIP's certification program or to request exam applications, contact AIP headquarters, aip@parliamentaryprocedure.org.


Certified Professional Parliamentarian (CPP)

An applicant for Certified Professional Parliamentarian must be a Certified Parliamentarian in good standing, must obtain a grade of 90 or above on an oral examination, and accumulate an additional 30 service points.

The oral examination covers the current editions of Robert's Rules of Order Newly Revised, The Standard Code of Parliamentary Procedure, Cannon's Concise Guide to Rules of Order, and Parliamentary Opinions II. Additional suggested reading is as follows: Parliamentary Law, Parliamentary Opinions I, Demeter’s Manual of Parliamentary Law & Procedure, and Riddick’s Rules of Procedure

In addition to demonstrating a thorough knowledge of these manuals, the examinee must also demonstrate expertise in presiding.

Oral examinations are offered three times each year: at the Annual Session (July/August) , the Richard M. Lucas Memorial Practicum (January), and the Floyd M. Riddick Williamsburg Practicum (June).

For more information about AIP's certification program or to request exam applications, contact AIP at aip@parliamentaryprocedure.org.


Designated Teacher of Parliamentary Procedure (CP-T or CPP-T)

CPs and CPPs are eligible to apply for the teacher designation.

The Teacher Education Course is designed to improve the teaching skills of Certified Parliamentarians and Certified Professional Parliamentarians who teach workshops and classes on parliamentary procedure.

Along with other requirements, earning the teacher designation includes successfully completing an entire teacher course. Registered and Professional Registered Parliamentarians are invited to attend the class at the discretion of the AIP Board of Directors. The course is offered in odd numbered years and is taught by an especially qualified staff. The location varies.

WHAT ARE WE? WHO ARE WE? WHY ARE WE? WHERE ARE WE? WHEN ARE WE?


http://faculty.washington.edu/jwilker/civicleader/index.html

What can we do to get you to come to a meeting?



What is it that prevents you from coming to meetings?



What parliamentary topics would you like to talk about?



Would you be interested in attending meetings with expert parliamentary speakers on the agenda?

What is an Organization? Why do Organizations Exist?

In tackling the issue of organizational control, William G. Ouchi goes to the heart of the matter by asking the above questions.

In constructing his response, Ouchi argues that organizations exist because they are more efficient in terms of transactions costs than their alternatives. And, according to Ouchi, an organization is simply "any stable pattern of transactions between individuals or aggregations of individuals".

Based on this definiton of an organization, Ouchi demonstrates why most organizations possess a combination of one of three control (mediation) mechanisms: Market (price), bureaucracy (logic-rational, rules-based), clan (tradition, values-based).

Hence, in terms of optimal organization structure, the central point would simply be to design a structure with the lowest transactions costs in the given circumstances.

How useful is Ouchi's approach in your opinion?

DIFFERENT RULES APPLY --

It goes back to that age old question, it all depends on what we're talking about. For example:

The world is a dangerous place, not because of those who do evil, but because of those who look on and do nothing.

Peace cannot be kept by force. It can only be achieved by understanding.

You can wipe out your opponents. But if you do it unjustly you become eligible for being wiped out yourself.

Those who stand for nothing fall for anything.

All truth passes through three stages. First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self-evident.

There is nothing politically right that is morally wrong.

Einstein's work on the Special Theory of Relativity prompted him to rethink the fundamental laws of physics. He realized that one of the long-held views of nature—that matter could not be created or destroyed—was wrong. Einstein showed instead that matter can be destroyed and converted to energy. Conversely, energy can be converted to mass.

Thus, human beings should rethink their moral principles of life.

What is morality? How important is upholding morality in our lives, today? Should we be held accountable, for not adhering to a higher sense of human morality?

What are the standards of right and wrong? How much weight should be leveraged on these standards, especially if they cause more harm than good?

Should human beings rationalize their reasoning 'or' interact with one another solely upon emotional biases?

Should human beings create harmony among other human beings 'or' destroy any shred of harmony that could exist?

Edited by author 05-05-2009 04:11 PM
LEADERSHIP AND LEARNING --

They are indispensible to each other, according to John F. Kennedy (former President of the United States). This is another reason why AIP exists, today.

AIP helps leaders and followers to be effective and efficient, as well as, being more professional in performing ones duties. AIP specifically offers leaders and followers a good working knowledge of parliamentary procedure.

How is this accomplished, you may ask? It is accomplished by helping leaders and followers to project an image as being truly efficient, fair-minded and knowledgeable of rules of order and orders of precedents.

Conducting an orderly, smoothly running meeting, one that accomplishes the business at hand, should always be the primary goal. And, this does not imply that the business at hand should last too long.

Parliamentary authorities are never the first and foremost authorities that should be consulted by deliberative bodies. Leaders and follwers have the responsibility to become highly familiar with requirements and restrictions under their respective governing documents.

Rules and customs are designed to help carry out the will of the majority and not to hinder the business at hand, in any way.

Leaders and followers should always exercise tact and good sense. The rights of all should be protected. The will of the majority should also be about protecting the rights of all, especially the rights of the minority.

GOOD MEMBERS IN GOOD ORGANIZATIONS MAKE GOOD SOCIETIES!

It's not the leaders, it's the members. Societies rise and fall, when members of these societies decide to live in harmony and uphold high moral standards.

Being sociable and responsible to one another is essential to any organizations success. Upholding ethical values is number one.

Helping people enhance the quality of their lives and the lives of others is a true balance of sustaining credibility and moral high ground. What is just and fair? Treating each other with respect and dignity is just and fair. Being considerate of one another is just and fair.

Good members must deliver on their agreed upon promises, and always stand up for right. Lack of integrity and repeated wrongdoing is not just and fair, to anyone. It is this dishonesty and misrepresentation that leads to divisions within our multiple ranks.

One way to correct misconduct is hold the guilty party liable for their own actions. It is important to acknowledge and report membership concerns and rule violations.

Trust facilitates cooperation. Often times, the lack of trust is hampered by a lack of commitment. Some people will not adhere to the rules, partially because the rules are not enforced.

Whether there is a plan of expectations in place 'or' not, societies must mutually agree on high moral standards, in order to properly regulate any shortcomings that may creep into our environments, that will ultimately impact our level of faiilures versus successes.

UNITED WE SERVE!


THE WHITE HOUSE

Office of the Press Secretary

FOR IMMEDIATE RELEASE

June 17, 2009


President Obama Unveils ‘United We Serve,’ Calls on All Americans to Commit to Meaningful Volunteer Service in Their Daily Lives

President encourages Americans to visit www.serve.gov to find and create service projects in their communities, share stories about projects they’re working on

WASHINGTON, DC – Today, in a video message, President Obama unveiled United We Serve, an extended call to service challenging all Americans to help lay a new foundation for growth in this country by engaging in sustained, meaningful community service. The initiative will be led by the Corporation for National and Community Service, the federal agency dedicated to fostering service in communities across the country. Since his Inauguration, the President has called on all Americans to serve their communities and be a part of building a better future for our country.

The United We Serve summer initiative begins on June 22nd and runs through the National Day of Service and Remembrance on September 11th. The National Day of Service and Remembrance was created by the Edward M. Kennedy Serve America Act, which President Obama signed in April to help encourage and facilitate community service across the country. During this summer, the President is renewing his call to all Americans to identify needs in their communities, engage in meaningful service to create change – and stay engaged with those projects long after September. The President’s call focuses on four key areas where everyone can have a continuing impact in their community: education, health, energy and the environment and community renewal. To create new service projects, to find service projects in their communities and to share stories about projects that are making a difference, Americans can visit the Corporation’s website, www.serve.gov.

President Obama’s video was distributed via email by the Corporation for National and Community Service. View President Obama’s full video message at www.serve.gov.

“The challenges we face are unprecedented in their size and scope, and we cannot rely on quick fixes or easy answers to put us on the road to recovery,” President Obama says in the video message. “In this new century, we need to a build a new foundation for economic growth in America. My Administration has already begun this work with dramatic new investments in education, health care and clean energy – investments that will create new jobs and lay the foundation for lasting prosperity. But we cannot do this alone here in Washington…’

‘Economic recovery is as much about what you're doing in your communities as what we're doing in Washington – and it’s going to take all of us, working together.”

 ##