Professional Development

Secondary emphases are indicated in parentheses.

Please confirm the session times and locations in the program book you will receive when you arrive at the conference.

Sunday 2:00-3:30 p.m.

(Executives in Advancement)

Managing Conflict and Confrontation: Mastering Difficult Conversations

Mayfair

When times are tough conflict increases and intensifies. We are in tough times. To manage conflict requires skillful confrontation. Skillfully managed conflict and confrontation can result in innovative new approaches, which will resolve issues faster. Discover how to understand conflict so it can be used to solve problems, rather than escalating them. It will define tactics to help you manage conflict as it arises with your staff, your volunteers, or your alumni.

— Dr. David Morrison, Morrison Associates, Ltd.

Monday 9:00-10:00 a.m.

Developing and Sustaining Dynamic Teams  For Managers and Supervisors

Huron

High performing organizations rely on teams to maximize collaboration and utilize people effectively. When teams function well, energy, enthusiasm and synergy result. Consequently productivity and job satisfaction will improve. Get practical suggestions that leaders can use to tap into their own strengths to motivate teams to achieve a common purpose.

— Julie Cooley, Assistant Superintendent for Student Services, Lake Forest Schools

— Dr. Ingrid Wiemer, Principal, Everett School

Monday 10:30-Noon

Improving Results Through Academic Customer Service

Huron

If there is one thing we know for sure in the area of fundraising and advancement, a student who drops out will not become an alumnus. 84% of potential alumni and thus donors leave college due to poor academic customer service. Unlike the customer service of retail in which the customer is always right, we know our customers can be wrong, especially on tests and quizzes. Academic customer service rests on three returns on investment which are also key to fund raising from them. These are a financial ROI, and emotional ROI, and an affective/identity ROI. Discuss what academic customer service is and how it affects retention, student and recent alumni attitudes. Also, discuss the personality of today's alumni which tends toward the narcissistic and how to work effectively with it using academic customer service. And, cover the three major returns on investment and how to use them to increase alumni giving. The session will include discussion on customer service technology that can be used prior to graduation to form a bond between students and development to make them stronger potential donors.

— Dr. Neal A. Raisman, President, N. Raisman & Associates

— Catherine McGlinch, Director of Development, Minnesota Medical Foundation, University of Minnesota

Monday 1:30- 2:30 p.m.

North by Northeast - Letting Go of What You Did

Huron

Today's advancement world relies heavily on the decisions of managers to earn the trust and confidence of employees and constituents to sustain organizational credibility. How can you, as a new manager, let go of what you once knew how to do  and release programming, planning and delivery to your employees? Learn about a proven method for practical management of employees, based on the core values of your organization, called North By Northeast developed by Sandra L. Williams. The North by Northeast method will help you assess staff skills, delegate appropriately, develop talent, and build a team that is effective and enthusiastic. North by Northeast enables you to describe four core values that promote right behavior in your workplace, teaches you how to prioritize your values when directing the activities of others, and guides you in developing your team for continued improvement North by Northeast consists of 4 segments: I. Distinguishing between technical skill and guiding others II. Declaring the meaning of key core values for your organization III. Rank ordering your core values IV. Assessing and Developing your employees according to their technical skills and their value alignment. North by Northeast enables managers to direct their actions to immediately impact the conduct of employees. Importantly, the program utilizes the key core values that are specific to your organization  enabling each segment to be customized to your activities and employee guidance. New managers finish with a take-away that develops employees from a contribution viewpoint, and builds confidence in generating greater team output Learn from Sandra Williams, Ph.D., a specialist in workplace values, human resource development, and skilled facilitation.

— Sandra Williams, Ph.D., Professor of Human Resource Education, University of Illinois

Monday 3:00-4:00 p.m.

Understanding the Elements: Tips and Tricks for Finding and Maintaining the Mix

Huron

We all know the value that a diverse work environment can bring to your institution, but where is the science in finding and recruiting a diverse applicant pool? Once you've made the hire, how do you make sure you are actively welcoming and engaging the values and expectations of your diverse work environment to keep the chemistry alive? Find out how in this fast-paced, interactive session.

— Vic Maurer, Staff Liaison, Association of Legal Administrators Committee on Diversity and Inclusion

Monday 4:10-5 p.m.

CASE V Town Hall Meeting

Sheraton Ballrooms IV and V

Here's your opportunity to explore a variety of current trends and issues facing advancement programs today. Jeff Liebermann, chair of the CASE V Board of Directors, will moderate this interactive session that focuses on your questions and needs. A panel of current CASE Commissioners will offer perspectives from recent commission meetings.

— Jeff Liebermann, Executive Director of Development, University of Iowa Foundation

— Don Kojich, Associate Vice President for Marketing and Communication, University of Illinois Foundation

— Rickey McCurry, Vice President of Institutional Advancement, Rose Hulman Institute of Technology

— Nicole Meehan, Director, Alumni Association, Loyola University Chicago

Tuesday 7:30-9 a.m.

(Communications and Web)

To Capture Button

Michigan A,Michigan A

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— Denise Jones, Web Manager, CASE V

Tuesday 9:15-10:15 a.m.

Reasonable Suspicion: Managing Impaired Performance

You've just heard that the new hire, a middle-aged woman, who will work very closely with you on the newly appointed task force is a recovering alcoholic. What's your first thought? What do you expect? What does the EEOC and Illinois Human Rights Commission require? Up to 10 percent of employees may be impaired by alcohol and drug abuse and addiction at the workplace. Management is responsible for the safety of students, staff and operations, but do you know - the reason it's called a disease and treated as a disability? - how to identify impaired performance? - what to do with a subordinate who is at risk to self and others? - best management practices to protect yourself from liability related to drug-testing (and not drug testing)? Get specific management skills to identify performance issues, address legal discipline practices, and identify resources to assist both the impaired employee and the manager.

— Denise Eaves, President, People-Side Consulting

— Vicki Reaume, Vice President and Secretary to the Board of Regents, Eastern Michigan University

Tuesday 10:45-12:15 p.m.

Managing up, Down, Across the Organization

Michigan A and B

How would it be if your colleagues, boss and direct reports: " were engaged, enthusiastic, committed problem solvers? " showed initiative and worked for their own success? " took half the time they now take in supervision but showed twice the results? Leadership skills are learned behaviors, not personality traits or intuition. Workers at all levels can maximize supervision time and develop relationships that are the foundation of a productive--and prosperous--organization. Employees can discover ways to grow themselves on the learning curve and demonstrate the skills required to earn trust and autonomy. Listening skills, the ability to ask for feedback, and enhancing the ability to deal with conflict are essential for success. Participants in this workshop will: 1. Learn strategies to communicate for efficient supervision/management. 2. Identify techniques to bring out the best in your employees (and your boss!). 3. Reframe conflict as a critical team skill for success.

— Denise Eaves, President, People-Side Consulting

— Vicki Reaume, Vice President and Secretary to the Board of Regents, Eastern Michigan University