President's Corner
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NMA Plans to "Ask the Experts!"
Special “Leadership Development Advisory Panel” to convene in September

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Steve Bailey, CM
NMA President
Dayton, Ohio

As NMA… The Leadership Development Organization, it is paramount that we assess the status of leadership development programming within our affiliated corporations and organizations, determine the unmet needs of our affiliates, and discover how NMA can partner with our customers to meet those needs.

To further these objectives, NMA is putting together a special Leadership Development Advisory Panel (LDAP) that will meet in Houston, TX, September 20-22 immediately prior to the NMA Executive Board Meeting (September 23rd).

According to NMA Chairman, Cay Robertson, “Our NMA Leadership Model has received far greater support from executive management than we ever anticipated. That tells me that we’re on the right page. So, with the LDAP, our goal is to bring together a cadre of human resource professionals and training experts who can speak to the many issues and best delivery vehicles for developing leadership bench strength. We know what organizations are looking for… so how do we help them do it?”

Members of NMA’s Executive Advisory Committee are invited to attend personally and/or suggest the name of a human resource development expert as their designated representative(s) to the meeting. Other HRD specialists have been invited to attend, both from NMA affiliates and from outside NMA. Anyone who would like to suggest a panel participant should contact NMA President, Steve Bailey at steve@nma1.org.

Three main topics will comprise the deliberations:

1.)  What is the focus and status of Leadership Development among our affiliated companies? NMA must put its finger right on that pulse. We believe all invitees will benefit from learning, firsthand, what their colleagues are doing and have a chance to ask questions. What is really going on in the business world in terms of talent management and development?

2.)  What is the role that NMA can play in meeting any shortfalls or filling any professional development gaps?  What needs to be "taught" or otherwise made available? What are the delivery vehicles that we should consider, including some of our current basic training approaches?  As Karen Tobias, our VP of Professional Development puts it, "What are our marching orders from our customers?" 

3.)  If commonalities and shared objectives are determined, does it make sense for affiliated companies and the NMA to partner in terms of developing these materials, both conceptually and financially? In other words, should we pool resources (people, information, financial) in any way?

The LDAP will convene Wednesday night, September 20, at 6:00 pm for a welcoming dinner and short meeting. It will continue discussions throughout the day on Thursday, and adjourn before noon on Friday the 22^nd.

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Three Steps to Stronger Leadership

Joelle K. Jay, Ph.D.
Pillar Consulting, LLD
Reno, Nevada

When you think of a strong leader, what descriptors come to mind? Courageous? Commanding? Powerful? To be sure, these words convey a mighty image.

What about leader who is introverted? Compassionate? Humble? If these words seem soft or powerless, think again. Some of the world’s most influential leaders (Gandhi and Mother Teresa come to mind) fit this portrayal more than today’s popular icons of leadership.

The business world is replete with misleading stereotypes of leaders. Books by the dozens delineate common characteristics of leaders – as if all you have to do is emulate those who have been successful, and voila! Instant leadership. Unfortunately, the labels don’t always fit. Trying to adopt a style of leadership mismatched to your real characteristics is like donning an ill-fitting suit. You will feel and look uncomfortable, if not downright silly. Although it may be possible to change your approach to fit someone else’s image of a leader, it’s much more powerful to find a model of leadership that brings out your best as an individual.

The strongest leader is the one who uses his or her strengths—whatever they may be.

True strength of leadership is based on who you are. To become a stronger leader, you need to discover your unique characteristics and develop them. In particular, you should develop your strengths so you can leverage them to become better and better in the areas in which you will naturally excel.         

Step 1: Identifying Leadership Strengths

The process of developing your strengths starts with identifying those strengths. Below follows a variety of ways to do this.

360-Degree Profile
Perhaps the most comprehensive analysis available to leaders, a 360-degree profile is a process in which you ask other people around you—your boss, your co-workers, your direct reports, your peers—to give you feedback on your leadership so you get a full view (i.e. 360 degrees) of yourself from the outside, giving you a perspective you can’t get any other way.

Assessments
In contrast to 360-degree profiles, assessments give you valuable information from the inside. Assessments are quizzes you take that tell you about yourself—about your thinking preferences, behavioral style or personality. Common examples include Myers-Briggs, the DISC profile, and Emergenetics. There are dozens of these available, so it’s important to choose the one that will give you the information you want.

Reviews
Any kind of performance review can become a chance to discover your strengths. If you don’t have to participate in a formal review, either because you’re a business owner or a solo entrepreneur, consider setting one up for yourself using the people who work with you, asking them to be your sounding board and to give you feedback for the express purposes of reflection and growth.

Other People
One of the easiest ways to find out your strengths is to ask other people. Clients, co-workers, friends—they can easily tell you what you do well. You just have to ask.

Intuition
Finally, you can use good old-fashioned intuition. Simply ask yourself, “What are my strengths?” Using your intuition, write down whatever comes to mind. If you’re having trouble thinking of anything, try these questions to prompt some ideas:

·     What role do you play in your social life – the organizer, the friend everyone goes to for advice, the shoulder to lean on? What does that tell you about your strengths?

·     What role do you play in your work life?

·     When you were in school, what did your teachers always say about you?

·     What compliment do you hear most often?

You know yourself better than anyone. Chances are you will be able to identify at least three of your own strengths just using your intuition.

All of these approaches offer the opportunity to find out what your strengths are. Human Resources departments, consultants and coaches are usually well-versed in these strategies and can get you started, usually with just one phone call. You can even find resources online. Whatever approach you take, some kind of self-analysis is positively vital if you want to strengthen your leadership.

Identifying your strengths is the first step toward developing them. The next step is to analyze your leadership.

Step 2: Analyzing Your Leadership

Looking at your list, ask yourself: how well aligned is my leadership with my strengths? If you’re a natural organizer, are you using your strength of organization to your advantage? If you’re naturally funny, are you using humor to support your leadership? If you generally have very close and long-lasting relationships in your personal life, are you using your personable nature to relate to the people around you—including the ones that challenge you most?  

The idea behind this kind of analysis is to show you where you might be operating from an outdated, ill-fitting model of leadership, and where you might do better to realign your approach so that you are operating from your strengths.

That brings us to the third step in Developing Your Strengths:

Step 3: Integrating Your Strengths and Your Leadership

Once you understand your strengths using outside sources and your own intuition, there are two questions to ask yourself:

·     What do I need to do more of?

·     What do I need to do less of?

The more you align your leadership style with your strengths, the more efficiently and effectively you will lead.

When you develop your strengths as a leader—unlike when you try to fit into someone else’s model—leadership comes more naturally. You become more effective. You feel more comfortable, and therefore, more confident.

So stop searching the bookshelves for the magic formula for leadership. The answers lie within you. Identify your strengths, analyze your leadership accordingly, and get to work developing those parts of your individual character that will make you the strongest leader you can be.

Dr. Joelle Jay is a leadership coach, professional speaker, and president of Pillar Consulting, LLC (www.pillar-consulting.com). She specializes in leadership and personal effectiveness. She can be reached at Joelle@pillar-consulting.com.

What Responsibilities Do Your Employees Have for Safety?
(Safety in the Workplace)
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Larry Z. Sherman, CSP, CPCU, ALCM
Sherman Safety Management
Safety & Risk Management Consulting
Specializing in Workers' Compensation cost reduction and OSHA compliance

Recognize Hazards & Unsafe Work Practices
Employees need to be taught what hazards are expected in the workplace and the safe way to do each job so that they can recognize when something is unsafe or being done in a way that might cause injury. Once they have been taught, it is their responsibility to identify the hazards that they face in doing their job and take appropriate action to prevent injury to themselves and others.

Correct and/or Report Unsafe Conditions, Hazards, & Unsafe Work Practices
Employees should understand that they are expected to correct any unsafe conditions that are within their authority and ability to correct. If they can't do it themselves, they are expected to report the condition to their supervisor or manager so that management can take the action necessary to eliminate the hazard.

Provide Safety Suggestions & Input
Employees who identify an unsafe condition or work practice are responsible for giving management suggestions for safer ways to do it or to eliminate the hazards. Employees are in the best position to provide new ideas since they are the ones who do the work and know what will work and what won't. They should make the suggestions or give their input directly to their immediate supervisor. If their supervisor is not receptive or doesn't take action , the employee should make their suggestion or give their input to a member of the safety committee or another member of the management staff.

Participate In The Safety Efforts Of The Company
In addition to providing suggestions and input, an employee can support the safety efforts of the company by volunteering to be a member of the safety committee or by participating in special projects to improve safety. If the company has any reward programs for making safety suggestions, developing safety slogans, etc., the employee should actively participate. If an employee has special knowledge of a particular safety area, they can volunteer to train other employees. Employees can also encourage management to do even more in the safety area if they let management know that they appreciate the efforts currently being made.

Think Before Acting
Most accidents occur because the person involved did not anticipate what could or would happen. Employees should be responsible for thinking about the consequences of their actions before they act and to take precautions to prevent injury. They need to be responsible for thinking about what they have been taught regarding safety in the particular situation before they take action. In some cases, the person involved in the accident knew what the potential consequences might be but chose to "take a chance". Make it clear to your employees that you do not want them to "take a chance" or "take a calculated risk" on your behalf and that, if they do, they will be held responsible for the outcome.

Comply With Safety Rules
Employees are responsible for complying with all safety rules that they have been taught. If an employee does not comply with an established safety rule, the supervisor should take the same actions that they would take for any other failure to do what is expected of the employee. They should first teach, then coach, then warn , and finally take appropriate disciplinary action if the employee does not comply. It is important to be consistent and enforce all safety rules every time they are not followed.

Follow Established Safe Work Practices
Once an employee has been taught the safe way to do a particular task, they should be held responsible for doing it that way and the supervisor should be consistent in ensuring that they do. If an employee believes that the established work procedures are unsafe, they should be responsible for speaking up and giving suggestions for other ways to do the job that would be safer.

Take Full Advantage of Safety Training
Employees should take advantage of the safety training that is provided. They should not just sit there and listen. They should actively participate, ask questions, give input, and learn something. Most importantly, they should "put what they learn into practice" when they return to their job!! Once they have been trained, they should be held responsible for doing what they were taught.

Wear Personal Protective Equipment (PPE)
Employees are responsible for wearing the proper personal protective equipment (PPE), wearing it properly, taking care of it, inspecting it, and turning it in if it is defective or needs repair or replacement. The wearing of PPE is mandatory once the employer decides it is necessary and employees who don't comply should be warned and disciplined, if necessary.

Keep Work Areas Clean
Poor housekeeping, debris or cords on the floor, spilled liquids, and other hazards account for a large number of accidents. Employees should be held responsible for keeping their own work areas clear and keeping common aisles and workspaces clean. This is everyone's responsibility. They should not wait for "someone else" to do it.

Keep Machine Guards & Safety Devices In Place
Employees are responsible for keeping guards and other safety devices in place and not operating a piece of machinery or a tool if the safety devices are not in place. They should never disable or defeat any safety switch, guard, device, etc.

Prevent Manual Lifting & Handling Injuries
Since back injuries and other strains and sprains are among the most frequent and the most costly injuries in the workplace, employees must take some responsibility for preventing these types of injuries. They should avoid unnecessary manual lifting and carrying and use carts, hand trucks, lift devices and other mechanical devices that are provided. If such devices are not provided, the employee should suggest changes in the way things are moved. They should be responsible for getting help with large, bulky or heavy loads and not try to do it themselves. They should practice the proper lifting techniques that they have been taught in safety training.

Summary
If you provide the safety training that your employees need to understand how to recognize hazards and how to do the job safely, it is only reasonable that you would expect them to take responsibility for their own safety and the safety of others by practicing what they have been taught. You should teach your employees that they have the responsibilities outlined in this article and then hold them accountable on a consistent basis if they do not exercise those responsibilities. The only way a safety program can be successful is if everyone, both management and employees, takes personal responsibility and participates fully in the safety efforts.

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Chapter and Council Happenings (back to top of NMA Breaktime)
    NMA Volunteers Answer the Call - Lockheed Martin SSC Leadership Association Bay Area #540
    American Enterprise Speech Contest Not Just for Americans! - Lockheed Martin Leadership Association #525
    Syracuse Graduates Doing Well in the South - Lockheed Martin Leadership Association #531
    Bangor Chapter #534 Celebrates 30th Anniversary - Lockheed Martin SSC Leadership Association #534
    Leadership--Up Close and Personal -  Lockheed Martin Leadership Association #525

NMA Volunteers Answer the Call Vaughn Abbott, CM Chapter President Lockheed Martin SSC Leadership Association Sunnyvale, California back to Chapter and Council Happenings Volunteers from the Lockheed Martin SSC Leadership Association Bay Area Chapter answered the call to send a team to New Orleans, LA over the Christmas 2005 to New Year’s break period. Hurricane Katrina devastated New Orleans in August 2005. Working with contacts in New Orleans to identify needed disaster relief, fifteen chapter volunteers from California and one volunteer from Washington DC took red eye flights and spent their holiday week cleaning, washing, scrubbing, scraping, sanding, patching, painting, and replacing electrical wiring and outlets. They worked in three areas: St. Christopher’s Inn Senior Center, Oddessey House Rehabilitation Center, and several Lockheed Martin Michoud employee homes. The enclosed photos show the volunteer team at work. The commitment of each volunteer is the ultimate contribution of an individual’s capacity as a neighbor and a citizen.   We answered the call to return. Another team plans a volunteer mission to New Orleans from 17 – 23 May. Grass roots relief is a most honored tradition of Community Service.
From Left to Right:  Rex Krivanek, Esau Martinez, Cathy Culver, Paul Hui, Paul Vreeburg, Helen Han, Phil Ruud, Evelyn Hui, Lowell Gordon, Helen Hui, Gail Neufeld, Diana Ruud, Dana Latimer, Rebekah Zumr, Alex Shieu – Not Shown: Karen Fong (Taking Picture)	From Left to Right: Esau Martinez is ready for action as Evelyn Hui and Helen Han contemplate Esau’s seriousness
From Left to Right: At Oddessey House, Paul Vreeburg patches ceiling in the background, while Rebekah Zumr is trained in Wall Patching by Esau Martinez	Rebekah Zumr uses what she has learned and is patching wall in preparation for painting
Who is that masked man? - Paul Vreeburg Patching the Ceiling	Diana Ruud Sanding Floor at Oddessey House in preparation for tile installation
Phil Ruud (who hauled out a lot of furniture and debris) with Christopher Inn Senior Center Resident	From Left to Right:  Helen Han and Gail Neufeld gather up items from a senior center apartment as part of the clean-up effort.
From Left to Right:  Dana Latimer and Karen Fong take a breather after clearing kitchen cabinets in a senior center resident apartment.	Alex Shieu captures the Christopher Inn Senior Center Clean-Up Director, Debris Removal Hauler and Photographer
Rex Krivanek is ready to perform a triple sweep of a senior center resident apartment.	Helen Hui cleaning out a senior center former resident’s apartment.
Evelyn Hui dances her way through cleaning out this former senior center resident’s apartment.	Paul Hui working in a Michoud, LA, Lockheed Martin Employee’s home on one of the 25-30 outlets that were installed after 4 feet of water required replacing the 2-wire outlets to 3-wire outlets.
Lowell Gordon getting a charge out of his work.	From Left to Right:  Paul Hui, Diana Ruud, Dana Latimer, Helen Han, Phil Ruud, Helen Hui, Gail Neufeld, Esau Martinez, Evelyn Hui, Paul Vreeburg, Rebekah Zumr, Lowell Gordon, Rex Krivanek, Cathy Culver,  Not Shown: Karen Fong and Alex Shieu (Taking Picture)
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Steve Menke, CM

Six Successes for Students and LMLA!  back to Chapter and Council Happenings Steve Menke, CM NMA National Director Don Williams, CM, Retired Lockheed Martin Leadership Association Palmdale, California

Don Williams, CM

For six consecutive years, our LMLA chapter has successfully sponsored a local high school student to at least the third level of competition of National Management Association’s American Enterprise Speech Contest.

Ten high school students met in Salt Lake City to present their interpretation of America's Free Enterprise System at the 2006 West Leadership Development Conference. In this Western regional contest, there were students from Texas, New Mexico, both Northern and Southern California, Washington, and even an exchange student from the Czech Republic.

These students had already won at their respective chapter and council levels and were now participating in the regional contest for U.S. Savings Bond awards of $2,000 for 1^st place, $1,500 for 2^nd, and $1,000 for 3^rd.  Some contestants had advanced to this level before. Two students had gone as far as last year’s National Contest - the next and final step in hopes of winning the $10,000 U.S. Savings Bond Grand Prize.  Along the way, winners receive cash or U.S. Savings Bonds at each contest level. Winners at the West Leadership Development Conference speech contest will represent their respective areas: Pacific North, Pacific South and Southwest. In November, six finalists will compete for the National title in Nashville, TN.

On May 6^th, representing LMLA and the Southern California Valleys Council in the regional contest, Helena Trčková placed second for the Pacific South. If you didn't guess by her name, Helena Trčková is our foreign exchange student from the Czech Republic. During her year as a Quartz Hill High School student, Helena has continued to improve her communication skills. She also took on the challenge of entering the American Enterprise Speech Contest – comparing life in the Czech Republic to our way of life and the way we do business. She does not take for granted those things afforded her since democracy changed the former country of Czechoslovakia.

Helena doesn’t think of second place as a defeat! She thinks of her second place prize as an added bonus to her experience and opportunity to express her opinion of her host country’s freedom. Helena takes back to her home country a better understanding of our economic system and how we do business here in the United States. She found that America is where anyone who has an idea and is willing to work hard for that idea may one day end up owning or managing a company such as Dell, Apple, Microsoft, eBay, etc. Helena believes the opportunities are unlimited for those entrepreneurs who have a dream and are willing to work for that dream in our system - Free Enterprise.

PPLE, MICROSOFT, EBAY, and the list goes on for all those entrepreneurs who had a dream and are willing to work for that dream in our system called Free Enterprise.

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Syracuse Graduates Doing Well in the South
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Paul Williams, CM
NMA Associate Director
Lockheed Martin Leadership Association
Marietta, Georgia

What are the chances of three Syracuse University graduates working together at Lockheed Martin in Marietta, Georgia?   Bryce graduated in 2002, Matt in 2004 and Paul in 1966.

Bryce and Matt are F-22 Supply Chain Managers and are active in the Lockheed Martin Leadership Association.  They both have been involved in professional development, almost from the first day they began employment.  Both have now completed the Supervisory and Management Skills Program and are enrolled in the Advanced Management Studies.  Paul completed both series several years ago and was the second person in NMA to receive the 1,000 hour professional development award.  Look for both Bryce and Matt to achieve this award in the next couple years.  Paul is the depot planning manager and continues an active role in the Lockheed Martin Leadership Association.

Bryce, in his spare time coaches the Lassiter Girls Junior Trojan Lacrosse program.  This is a volunteer activity that allows him to spread the game of lacrosse throughout the South.  As this sport grows, it is extremely important to me to be a part of the local lacrosse community.  He also coached North Springs Boys Varsity Lacrosse team in 2005.  Just in case one does not know, Syracuse has an outstanding sports program (one of six schools that has a Football and Basketball National Championship) and has produced several national titles in Lacrosse. 

Matt participates in the golf league, softball league as well as a Lockheed Martin - sponsored basketball team.  He enjoys spending time searching for the next best fishing hole and continuing to work on his golf game. 

When the PGA Tournament of Champions comes to Atlanta you will find all three of them on Hole #10, which continues to receive accolades for organization, spirit and keeping the World’s Top Thirty Money winners focused on golf and not having to worry about the crowd.

So the chances are slim that something that this could happen.  But each has contributed to not only the company, the National Management Association and community.  Go ‘Cuse.

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L-R Larry Gilliam, Reshondra McIinnis, Thor Spargo, Janet Brittain, and LMSSC Bangor Resident Director Carol Evanoff

Bangor Chapter #534 Celebrates 30th Anniversary  back to Chapter and Council Happenings Janet Brittain NMA National Director Lockheed Martin SSC Leadership Association Silverdale, Washington

January 2006, the Lockheed Martin SSC Leadership Association, Bangor Chapter, began its 31st year.  A celebration dinner was held on Feb 6 at the Silverdale Beach Hotel in Silverdale WA.  Twenty five people attended the dinner despite extensive storms the previous weekend. VP Reshondra McInnis presided at the meeting since president Peter Bartlett was home battling no power and no roof! Larry Gilliam, VP Classified Space Systems, for LMTO was the featured speaker.  Larry praised NMA as a great organization.  He and his boss, Ken Asbury are strong supporters of NMA.  He talked about his portion of LM, LMTO support to Space Systems.  Their portion of the company has employees in all parts of the country.  Their primary mission is operations and maintenance.  They don’t do any research.  They have a strong management culture and promote career development and rotational opportunities.

Those in attendance enjoyed the evening and hope for many more successful years for the chapter.

Annual Chili Cook-off

On Feb 23^rd, the Bangor Chapter held its 10th Annual Chili Cook-off.  Host department was 88-26.  Sixty-five brave souls sampled various types of chili, ranging from mild to very spicy, entered by nine of their fellow employees.  Judging was done by last year’s winners and Carol Evanoff.  First place went to chapter Vice President Reshondra McInnis; second went to Germaine Szewczyk; and third to Dave Griffel.  Honorable mention went to the MSB team, Luanna Bevis, and Terri Spooner. Other participants were Peter Bartlett, Craig Kettel, and Chris Raymaker.

Girls Exploring Math and Science (GEMS)

 On March 18, 9 LM SWFPAC women volunteered at the annual GEMS conference in Bremerton.  Janet Brittain and Tracy Harris were on the planning committee for the conference, Elizabeth Beck and Lori Blackwell assisted with directing the girls to their sessions and Carol Evanoff, Cindy Brown, Tracy Harris, Cheryl Tucker, Linda Knight, and Karen Mittet presented a workshop on “Blast into the Future”.    Their session, one of 16 workshops, explained how a rocket reaches outer space, how to calculate your age and weight on other planets and other Space trivia.  The girls built and launched their own “rockets” using film canisters, water and Alka Seltzer. The conference brought about 145 girls in the 5th through 8th grades together to foster awareness of career opportunities for women in math and science.  Our NMA chapter donated snacks and juice for the event.

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Some people are gifted leaders in the raw or those diamonds yet to be cut and polished.  Some aspire to become leaders not knowing what comes with this role.  Others are thrust into roles of leadership based on past work performance and are ill prepared for whatever leadership role is handed them.

Recently my son Nick called, facing a career choice and one that would thrust him into both the role of leadership and management.  I had always harped on him that the view from the front is much better, though sometimes we question the path we're told to follow, while the view from the back is that of whom we follow.  But I also told him that whatever role or position he chooses, do the very best that he can do. 

But his dilemma is this -- Nick has been a very good worker with good customer relationships.  His fellow employees both like him and respect him.  The store management or owner has always spoken highly of Nick, and while never giving him a promotion, has given him higher degrees of responsibility.  One of the stores wasn't producing, requiring a change.  One of the owners of the corporation approached Nick offering him a "temporary" Manager's job at this troubled store. 

After our conversation Nick approached all three owners and said, "While I'm ready to manage a store, I'm NOT ready to manage people."  Nick has no real training in leadership.  His company doesn't offer any type of formal training in the roles of leadership.  This is true in just about any retail line of business.  People buy a franchise and hopefully hire good people.  Whatever the case, I could not have been prouder of Nick and his decision.  There aren't too many people who would turn down a chance to almost double the paycheck without thinking about the consequences.

The owners were shocked but also as proud of Nick as I was; a diamond in the rough but once cut and polished, flawless.

The NMA offers a broad range of leadership development courses through your chapter.  Course material is constantly reviewed and updated to the current trends in leadership and management.  Now I know that a lot of our younger employees are fresh out of school and eager to take on the world.  Most have taken courses in management and some in leadership.  Most would say they want to get on with their careers and don't have the time to go back to school.

The NMA also offers a host of online courses, a course development partnership with McGraw-Hill publishing firm, James Madison University, Cerritos College, and a developing partnership with Dale Carnegie Training. 

For those wanting to learn the fundamentals of leadership, there are the SMS courses -- ten training modules building your foundation.  There is also the Certified Manager's designation offered through James Madison University, either online or through your chapter.  The NMA offers a course in training those who facilitate.  And as mentioned, the NMA is fostering a relationship with Dale Carnegie in leadership as well.

Once a year the NMA invites all the executives, HR and training people to meet and discuss what the NMA can do to help you, our membership.  In the last couple of years its been the same answer, "Help us train the leaders of tomorrow, today!"

You never know when you'll be asked to go from your CAD system, the drafting table, the Tech Library, or for that matter from the work bench or the tool box, to a role in leadership.  The NMA offers you the tools to build a solid foundation, today.

Now an update on Nick.

Two weeks after Nick declined, the owners came to Nick and asked him if he would take on the challenges of this failing store with the understanding that if the store couldn't be turned around, it wouldn't be Nick's fault.  They understand and fully support what Nick said and that's the reason why they came to him a second time making him the offer.  They also said that this would be a 4-month deal, they would then ask him to move to the San Antonio store then in December, if all works out, give Nick his own brand new store in Dallas.  And oh yea, they doubled his salary.

Nick's first week saw him relax the dress code.  All employees are now showing up for work, more detail has been given to getting the products out on the floor, inventory is moving, excess inventory has been put on sale or sent back to the distribution center and the store credited and best of all, the first week's receipts were well over $50,000, the best week that store has ever had.

I've also encouraged Nick to join the NMA as an Individual Member and if he does, will put him in contact with the chapters in the Houston and Dallas/Fort Worth area.  I think he's enjoying the view from the front now.

An Update on Nick

Last we heard, Nick was taking on the role of acting store manager...

For his first two days Nick met with the employees on all three shifts, asking them about their jobs and how they liked working there. Nick asked if there were small things they saw that could be improved on the spot.

Listening to what the collective complaint was, Nick relaxed the dress code but said that there would be no bag'n/sag'n type jeans worn. No cell phones are to be used while out on the floor or while interfacing with the customers. Full attention is to be given to each customer and to put the customer first. With that said, the employees seem happier. Nick also defined the various roles and responsibilities and also said that if someone needed help, you help.

Nick then spent a week going through the surplus inventory, had a couple of blow-out sales and as the store made money, Nick was able to give each employee a $50 bonus from the inventory reduction sale. Nick reminded the employees that these bonuses were the direct result of the their efforts. If they wanted to see more, they'd have to keep up the sales. Nick also knew that his success was based on the efforts of his employees and passed the rewards onto them.

I asked Nick if he was training his replacement. It's a small-minded manager who doesn't start the mentoring process if that manager wants to move up. Nick said that he was indeed training his replacement as well as a 2nd and 3rd shift supervisor. He was able to canvas the current employees and selected one and hired another candidate off the street.

Nick had the duty to terminate 2 employees and was faced with all the labor laws and unemployment rules that go along with that. Nick also had to request another parking lot security person as the one that was assigned to his store was sleeping more than watching. A call to the company providing that service solved that problem.

During all this time, Nick was also sent to Florida to look at a couple of other stores as well as some of the competitor's stores. Nick will transition to yet another store in Houston, set up the merchandizing in that store then those couple of stores in Florida that need to catch up, and then the new store in Dallas should be ready for its brand new store manager and Nick ready for his brand new store.

By the way, Nick did join the NMA as an Individual Member.

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News from National!
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2006 National Membership Sale for Chapters!
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Robin Furlong
NMA Membership Coordinator
robin@nma1.org

At the January Board of Directors meeting, your elected representatives approved a membership sale for 2006.  The details are:

• What?  2006 NMA Membership Sale

• When?  Between January 1- December 31, 2006

• Incentive?  NMA will temporarily waive the $20 NMA Registration Fee

• For how long?  For a one-time period of two months (60 consecutive days) or two 30-day periods… of your choosing.  Whatever works best for you.  We ask that the dates conform with a calendar month… they must start at the first of a month and end on the last day of a month.

• Say that again?  Chapters may choose any 2-month period (or 2 – one month periods) that work best for them.  This is our way of letting YOU have a say and improve your chances of a successful campaign.

• Special reports?  No special report forms for you to complete.

• How?  Chapters must submit the report forms for their sale months in the regular fashion and on time in order to have the $20 waived for the new members during those months.  For example, if you have a sale from March through April, then your March report and your April report need to be filed on time… the March report by May 31^st and the April report by June 30^th. 

• Help for you?  NMA has designed two posters that you can receive electronically and print for your campaign.  Contact sue@nma1.org to receive these two posters.   

To help us track this program, please drop a note to Robin Furlong at NMA and advise her of your future “Sale” date(s).  She can be reached at 937/294-0421 or mailto:robin@nma1.org

Good Luck to You!  Please contact us if you have any questions.

2006 NMA National Conference
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MARK YOUR CALENDARS!!  We have an action-packed conference planned for you at the Sheraton Music City Hotel in beautiful Nashville, Tennessee, on November 4-6.  For the first time, our conference will kick off at NOON Saturday with an exciting combined Keynote and CEU Session that is sure to get things started on an exciting note!!!  Immediately following that session, we will conduct our National American Enterprise Speech Contest, one of the highlights of the conference.  There will be a total of 8 (eight) CEU Sessions offered to participants, some of them interactive sessions.

Please think about what you would like to donate to our 5th Annual Shorey Silent Auction!!  All the proceeds for the auction go directly to the NMA Educational Foundation (501c3) American Enterprise Speech Contest!  Last year between donations, the Silent Auction, and split-the-pot proceeds, the AESC fund netted nearly $20,000 in 2005.  Without your help, this would not have been possible!

Continue to check our website (http://nma1.org) for registration and additional information.  We hope you plan to attend!!  You won't be disappointed!!

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ICPM Notes

How to Administer an NMA Chapter Sponsored CM Program
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Melody Branner
Manager, Customer Relations

Harrisonburg, VA

I.   The Basics
The Institute of Certified Professional Managers (ICPM) is a not-for-profit educational institute with over 30 years experience in providing quality training and certification to managers.  Its professional certification program–the Certified Manager (CM) Program--is designed for managers of all types and in all industries. 

ICPM provides

• 3 CM study manuuals

• online student learning center--chapter summaries, quizzes, PPT slides, etc.

• online instructor center--electronic instructor’s manual and supporting materials

• 3 CM assessment exams--grading and feedback reports

• Recognition materials—CM certificate, lapel pin, and self-promotion kit

• record keeping, telephone support, and annual recertification

NMA chapters provides

• CM program committee (facilitator*, instructor, and marketing team)

• Site facilities

• Marketing to program participants

• Exam proctor

• Recognition ceremony, if desired

II.   Marketing
Marketing pieces should communicate CM Program meeting and testing dates to potential participants.  Marketing should be done early and often. ICPM will provide tri-fold brochures upon request. 

III.   Training
Training consists of classroom study and discussion lead by a qualified instructor. Class participants may also be assigned to act as discussion leaders.  It is recommended that instructors be CM certified.

Training Materials

Order at least 10 days before the start of the first Program class to ensure timely delivery.  Returns are accepted for unopened books within 30 days.

Orders can be placed by phone (800.568.4120) fax (540.801.8650) or email (icpmcm@jmu.edu).

Testing

The CM exams are administered when your group is ready to test. Prior to testing, an approved CM application must be on file for each examinee and all exam fees must be prepaid. To schedule an exam, the NMA facilitator should contact Melody Branner 7-10 days before the intended date. 

IV.   Pricing
The fee for all CM preparatory materials, exams, and application is $549 per person ($535 + $14 shipping/handling), if prepaid at the time of application. Fees can also be paid incrementally at the rate of $585 + shipping.  The breakdown for pay-as-you-go pricing follows (good through 6-20-06):

                   Application Fee                   $ 75
                   CM Study Manuals (3)           225
                   CM Exams (3)                      285
                   Shipping & Handling             TBD

                             Total per person       $585* & shipping

* Fees for training instruction, if any, are assessed by each NMA chapter separately and are not included above.

V.   Additional Information
NMA chapters are responsible for upholding the standards and ethics of ICPM in administering the Program.  Violation of these standards is grounds for discontinuing the Program.

Chapters are responsible for their own administration and marketing cost.  ICPM will assist with electronic and printed promotions by providing logos, graphics, and content blocks.

VI.   Questions
Questions can be addressed to Melody Branner, ICPM’s liaison to NMA, at 1-800-568-4120. Additional information about the CM Program can be found at the ICPM website at www.icpm.biz.  ICPM is a business center of the College of Business at James Madison University in Harrisonburg, VA.

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