Advice for New Association Executives from Your AE Peers

AEs have identified key pieces of advice for new AEs to keep in mind as they embark on their career.

Financial

  • Ensure the association has access to necessary outside financial advice, accountant/bookkeeper, tax preparer.
  • Secure a financial reviewer or auditor per NAR’s Core Standards requirements well in advance of the deadline.
  • Identify and work with the proper stakeholders based on the association’s established protocols, policies, bylaws, etc. to prepare the association’s budget.
  • Make sure the timeline for establishing the budget accounts for performance reviews and salary adjustments for staff.
  • Review travel and other fluctuating budget expenses in advance to estimate costs appropriately.
  • Understand the association’s financial policies and procedures for budget variances and the proper protocol for approving out of budget expenses.
  • Be clear on the amount of funds that can be used without additional approval from elected leadership.
  • Be mindful of any upcoming building repairs or deferred maintenance that may be required in the upcoming fiscal year.
  • If the association has credit cards, be clear on how the credit card rewards and “points” may be used.
  • Have checks and balances to avoid any perception of improprieties.
  • Provide scheduled, periodic financial statements to appropriate committees and leadership. Have a clear understanding of the financial statements provided and be prepared answer questions.
  • Ensure that the association has a financial policy that includes policies surrounding association reserves and that they are well understood.
  • Stay mindful of non-dues revenue opportunities.
  • Always make sure to update the association’s check signers with the banks, etc.

Travel

  • Review the annual travel calendar for NAR and the state association and make the sure traveling leadership are aware of all the important meeting dates they need to attend.
  • If your elected leadership is attending an NAR meeting, prepare an outline of the sessions they should attend during the event.
  • Have a clear, shared understanding of who is responsible for all travel details and reservations. Including conference registration, hotel reservations, airfare, car services, meal reservations, etc.
  • Know when registration for events open and be in the queue when the registration goes live to ensure you and your leadership get hotel rooms. Hotel rooms will sell out.
  • Don’t feel intimidated to create boundaries on work trips.
  • Don’t share hotel rooms, and do not require or allow your staff to share hotel rooms.
  • Make time to network with other AEs outside your local area and state during national meetings.
  • Understand the association’s per diem, what it includes, and how it needs to be adjusted for travel based on location and year. Make sure the association’s leadership and staff fully understand what is covered in a per diem, and what expenses are reimbursable.
  • Have a clear travel policy in place that is well understood by all who travel and review expenses.
  • Try to establish the staff’s professional development travel budget to allow for flexibility in educational selections.
  • Be prepared to report any pertinent updates that are presented during the state and national meetings to the board of directors.

Change

  • Understand the association’s established way of “doing things” before making recommendations to change things too quickly.
  • Make sure you have leadership buy-in on changes that you want to make to their established ways.
  • Leverage third-party expertise to help association leadership understand changes that need to be made if you are being met with resistance.
  • Understand what the board and leadership need to vote on, and what they have a say in.
  • Don’t be afraid to say, “I don’t know.”
  • Remember that the process can be as important to the members as the decision reached.
  • Don’t expect leadership to adapt to your way of doing business. Be open to compromise and communication, especially early on, about your usual practices and how to navigate them together. Accept that you won’t always get your way.
  • Associations typically resist change, so be prepared to be patient throughout the process.
  • Be prepared to adapt to a new management style every year, as your leadership changes.
  • Prioritize understanding industry changes that are occurring.

Relationships/Communication

  • Be aware of personal and professional boundaries between staff and volunteers.
  • Bring your own device when it applies to cell phones, iPads, etc. to avoid potential loss.
  • Maintain digital and hard copies of your employment contract for easy retrieval.
  • Remember, your president and elected leadership are volunteers, and your message may not be their priority that day. Follow up is important.
  • Be sure to have a conversation with your leadership about preferred communication methods.
  • Never say anything you wouldn’t put in writing, and never put anything in an email that you wouldn’t want to see in the newspaper or must defend in court.
  • Do not get involved in member politics, never choose sides, and don’t spread gossip. Remain neutral when speaking with members.
  • It can be helpful to remember that members are the association’s customers.
  • Be aware that what you say may never be kept confidential.
  • Clearly understand the criteria on which you are being evaluated.
  • Build a network of peers you can consult with and seek input from.
  • Remember that your role is often behind the scenes, and others may receive the credit for the work that you do.
  • Know that you are not alone. There is a large AE community ready to help you – just ask!
  • Remember that AE mentors are available if you are in need.
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