Organizing you Chapter for
Success
How to exploit strengths and
eliminate weaknesses of your local
chapter
LT Dan Hammer, DC, USN, 2010-11 District
11 Trustee
Mike Pappas, District 6 Trustee
"Change is the only
constant."
-Heraclitus
How is the world changing?
Where are we going
• Leading vs. Managing change
• Kotter’s 8-Step process for Leading Change
• Case examples at chapter level
• Small group breakouts to begin evaluation
of your own chapter using models
discussed
CHANGE:
PROCEED WITH CAUTION
• 70% OF CHANGE INITIATIVES FAIL
WHY?
Leading vs. Managing
Change
Leading
Managing
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Strategic thinking
Build alliances
Inspire a vision
Remove obstacles
Align stakeholders
Spark innovation
Set goals
Control creativity
Implement processes
Monitor performance
Establish budgets
Leading Change
• Establishing a sense of
urgency
• Creating a guiding coalition
• Developing a change vision
• Communicating the vision for
change
Leading Change
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Empowering broad-based action
Generate short-term wins
Never let up
Incorporate change into your culture
Step 1: Create a Sense of
Urgency
• True vs. False Urgency
• How to battle complacency
Step 2: Creating the
Guiding Coalition
The Four Qualities of an Effective Guiding
Coalition
1. Position Power
2. Expertise
3. Credibility
4. Leadership
Step 3: Developing a
Change Vision
• Characteristics of effective visions:
– Imaginable
– Desirable
– Feasible
– Focused
– Flexible
– Communicable
Step 4:Communicating the
Vision
To ensure as many people as possible
understand your vision, you must make the
vision…
Simple
Vivid
Repeatable
Invitational
Step 5: Empowering BroadBased Action
Removing as many barriers (structural and
managerial) as possible and allowing people
to do their best work
Step 6: Generating Short-term
Wins
Creating visible, unambiguous success as
soon as possible
Step 7: Don’t Let Up!
Consolidate gains and produce more
change
Step 8: Make it Stick!
Anchoring new approaches in the culture for
sustained change
Ohio State: A model for
change
• Chapter had no real leadership structure
• Initiatives and resources were not utilized to
fulfill a vision
• A few individuals did all of the work
• No urgency!!
Focusing our efforts
• Step one
– Defined the vision “to be the best ASDA
chapter in the country”
• Simple
• Flexible
• Focused
• Repeatable
How to get there
• Created a formal leadership structure
– Defined positions, procedures, and their responsibilities
• Executive council (elected)
• Committee chairs (appointed)
• Committee members (appointed)
– Each EC member was responsible for 3-4 committee chairs
• Initially each leader was selectively recruited
Ohio State: Creating Urgency
• Defined why the chapter’s success mattered
• Cited real life issues facing students today
• Earned the student body’s trust
– ASDA is the expert on issues facing students and the dental
profession
• Sustained urgency through effective
communication
Starting Small
• Outlined short, mid, and long term goals
• Each initiative was intended to create
membership value
• Focused on building a sustainable model one
initiative at time
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Sustainability!!!
Enhanced events we did well
Eliminated those that did not serve the chapter’s vision
Added events one at a time
Facilitating Success
• Worked with school administration
• Cultivated Ideas
• Collaboration
Communication
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Every member must be aware of ASDA’s activities
Documentation
– Write ups following events disclosing details for planning and
execution
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Spread the word
– One on one interactions
– Tell your friends
– Class announcements