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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
Karen Becker, CIPS
Southeast Minnesota
Association of REALTORS
Carolyn Blanchard Cook,
RCE, e-Pro, CIPS
Greater Baltimore Board
of REALTORS, Md.
Ryan Conrad, RCE, ePRO
Lehigh Valley Association
of REALTORS, Pa.
Shane T. Johnson
Quad City Area REALTOR Association
Barbara Matthopoulos
Chicago Association of REALTORS
Carol Platt
Osceola County Association
of REALTORS, Fla.
Tia Robbin, RCE
Northwest Montana
Association of REALTORS
Libby SheardLittle Rock REALTORS
Association, Ariz.
Susan TiernanGreater Newburyport Association
of REALTORS, Mass.
Albert Tran
West San Gabriel Valley
Association of REALTORS, Calif.
Linda Vernon, RCE
Bakersfield Association
of REALTORS, Calif.
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
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
6 REALTORAE sUMMEr 2012
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
8 REALTORAE sUMMEr 2012
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.
sUMMEr 2012 REALTORAE 9
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.
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Briefing
10 REALTORAE sUMMEr 2012
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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sUMMEr 2012 REALTORAE 11
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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12 REALTORAE SUMMER 2012
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
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SUMMER 2012 REALTORAE 13
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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14 REALTORAE SUMMER 2012
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
Association of REALTORS
for ten years and has
spent 30 years managing
REALTOR associations.
Roger Turcotte, GRI, is an author and
speaker on real estate education and
leadership. He has been
recognized as Educator
of the Year by the New
Hampshire Association
of REALTORS.
Melynn Sight is founder and president
of nSight Marketing in
Kansas City. She 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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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
20 REALTORAE SUMMER 2012
I tried every
encouraging
Steven Covey-Dale Carnegie
principle I
could muster,
and nothing
worked.an AE to remain anonymous
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SUMMER 2012 REALTORAE 21
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
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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.
22 REALTORAE SUMMER 2012
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
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.
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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
24 REALTORAE SUMMER 2012
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.
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SUMMER 2012 REALTORAE 25
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.
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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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