How are you evaluated by your association? What are the components of the best or most-effective performance evaluations that you have received?

I annually complete A self-evaluation that is shared with my board. Based on this and other agreed-upon written measures, I am evaluated by the executive committee with input from the whole board. We periodically conduct three additional evaluations that reflect on my performance. First, we annually conduct a member needs survey, which allows our members to evaluate the organization's services to them. Second, we biennially conduct an employee morale survey, which obtains staff input about the organization and management. Finally, we participate in ASAE's peer evaluation program every five years to obtain the ideas of our colleagues. All of these evaluations are important to the health of the organization and my own professional development.

On a personal level, my most valuable evaluations have been 360-degree in nature, in which superiors, peers, and subordinates have all evaluated me using the same questions. The results have provided me with tremendous insights and opportunities for growth.

Thomas C. Dolan, CAE President and Chief Executive Officer, American College of Healthcare Executives, Chicago

My formal evaluation is conducted by the board president with input from the executive committee and board of directors. My most effective evaluation was when the president and I reviewed my annual objectives point by point and matched them to actual results. By evaluating each program against established expectations, the president was able to focus on the end result as opposed to the many steps it took to achieve a particular objective.

Albert M. Suguitan Executive Vice President, Lake County Association of Realtors, Mentor, Ohio 

My performance is evaluated on three levels: 1) Have I successfully managed the organization financially? 2) Have I continued to build a strong staff to support the organization's efforts with our volunteers? and 3) Have I met my own personal goals established during my previous renew? My executive committee has appointed a review committee - composed of past chief elected officers, treasurers, and so forth, who understand how the organization works and how I interface with it - to conduct the evaluation.

For me personally, my success is tied to our annual budget and how successful I am in attaining those financial goals.

Karen Conlon President, California Association of Community Managers, Irving

The chief elected officer of the parent board solicits written responses on my performance from the other members of the parent board and the leaders of our subsidiary boards. These responses form the basis of subsequent open discussion on performance issues.

In my mind, an effective evaluation has both objective and subjective components. Conscientious relationship building, respect for the complementary roles of the chief executive officer and board members, and effective year-round communication between board and staff members ensure a fair and effective CEO evaluation. The best evaluation is one in which the association's leaders take the executive's leadership seriously; talk about the pros and cons of the year's accomplishments; and not only review past performance but also set objectives for the coming year.

Sheldon L. Goldberg President, American Association of Homes and Services for the Aging, Washington, D.C.

My annual performance evaluation is done by the board chair by mail and telephone for convenience. We use the same evaluation form that I use internally with staff members. Individuals are evaluated on 10 items: job knowledge, quality/quantity of work, planning/organizing, decision-making, initiative, communication, public relations, attitude, interpersonal relations with co-workers, and supervisory capability. For each of these, the employee is rated as exceptional, above average, meets expectations, below average, or unsatisfactory. First the employee evaluates himself or herself. Then the supervisor uses the same form to rate the employee. Areas of agreement or disagreement are then discussed.

Sid Smith President and Chief Executive Officer, National Association of Hosiery Manufacturers, Charlotte, North Carolina 

Q. At a time when you were unemployed or searching for a new position, what did you find to be your best job-search technique or advice?

The best advice I received when I was unemployed was to treat looking for a job like a job. Set up an office, even if it is simply a table in the corner with a phone. Get up each morning as though you are preparing for work, maintain a list of things to do, respond to ads in various publications and on the Internet, use the resources that ASAE offers, and call your contacts. Be open about your situation, asking your contacts to keep their eves and ears open for any leads. While you're between jobs is also a good time to develop freelance and consulting work, which can often turn into full-time work.

Walter Bacak Executive Director, American Translators Association, Alexandria, Virginia 

The book What Color is Your Parachute? gave me confidence and insight into the market and job-search methods. One important asset was a close associate with whom I could sit down and review my progress - someone who kept me motivated. I did not leave any sources untapped. I let everyone know that I was seeking employment, and I sought their advice. In both job-search situations since then, I was asked to apply for the job. People in the industry and board members within the organization were very helpful in providing me an understanding of how the organization functioned and what my role might be.

Harriet L. Fader, CAE Executive Director, Diabetes Association of Greater Cleveland 

While professional search firms or agencies are a good starting place, the most effective source when searching for another position is personal contacts. By networking with colleagues with whom yon have strong relationships, you can learn of potential employment opportunities before they become public knowledge. Two other sources include association job listing or referral services as well as placement services from your college or university. Both of these types of organizations build loyal followings and can streamline an individual's job search.

Steven Jacober President, School and Home Office Products Association, Dayton, Ohio