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CHS President's Handbook 2013

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Cornell Hotel Society-Chapter President's Handbook Developing New Leadership It is important that the current leadership continually cultivates new people to assume leadership roles. No one wants to be (or should be) President in perpetuity. Serving too long in a position may lead to burnout and make others think that they are not needed or that the Chapter is run by an exclusive group. To avoid this problem: 1. Encourage other members to become involved by including them on committees or giving them special assignments. 2. Contact alumni new to the area to include them in the Chapter's database, make them feel welcome, and get them involved. Upon request, the Alumni Affairs Office will provide lists of newcomers and the lists of alumni in the particular area. 3. Look for alumni with particular skills. For instance, if you are interested in starting a Chapter newsletter (electronic or printed), find an alumnus who is an editor, writer, web designer, or graphic designer. The Alumni Affairs Office can help in identifying such people. 4. Keep a number of people of varying ages, occupations, etc. on the Board or active and involved in Chapter leadership. This will allow for a "natural succession" of leadership in the event of an officer's transfer or more from the area. It also helps in keeping the Chapter's programming diversified and appealing to alumni of all ages. Succession Planning Succession planning is one of the most important responsibilities of the Chapter President for the long run sustainability of the Chapter. 1. Each year, at least once, or even twice, the Board should discuss in a meeting future leadership. If no one around the table is interested, then that's a red flag that more recruiting is needed. 2. Getting newly graduated alums involved early in the Chapter is a great way to cultivate a source for future leaders. 3. Ideally, the Board structure is set up to develop certain people for future President's position. Key is the Vice President. Person's taking that position should be prepared to move into the President role. Some Boards have two Vice Presidents, one that is clearly next President, and one that is back-up and has other duties. 4. The current President should also discuss succession plans with their Regional VP. Regional VPs should evaluate appropriateness of plans, and ideally meet Vice President and President candidates. 5. The Regional VP and National should approve the appointment of Presidents and Vice Presidents to ensure they are appropriate for the role and have the necessary drive and commitment to keep the Chapter going. 6. If no succession planning is being done, then the Regional VP must insert themselves as a catalyst for this activity. Page | 36

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