Associations have a tradition of passing of the gavel. At installation, the outgoing president hands the gavel to the incoming board president.

I've heard executive directors say they wish the gavel came with a message: "This is not a magic wand, crown or crystal ball." Wielding a gavel and being the chief elected officer does not guarantee success. Leadership of an association requires focus, determination and work, among necessary qualities.

No magic wand — A wave of the gavel has minimal impact other than to maintain order at the meeting. The gavel does not command respect. The credibility and authentic leadership of the president supports good governance. Nothing replaces hard work.

No crown — One cannot wear the gavel. It does not give the president any more authority than others on the board — directors all have one vote, though officers do have more responsibilities as described in bylaws and a description of duties. Royalty is not a characteristic of leadership.

No crystal ball — The gavel is not a gazing ball to predict the future. Nothing can replace the need for continuous scanning of the environment and influences on the association. The board has a responsibility to monitor threats and opportunities.

The position of president or board chair requires a combination of skill and character. Consider this collection of presidential lore*:

1. You are the elected president, not the king or queen.
2. The president and the executive director work best as equals.
3. Take your role, but not yourself, seriously.
4. Don't ask the executive director to interview or employ your family members.
5. Planning 100 days prior to your term will have the highest dividends.
6. Allocate time to read, read and read.
7. Be the association's premier cheerleader.
8. Be intimate with the strategic plan and finances.
9. Never use your position for personal gain.
10. The association belongs to the members, not to you.
11. Memorize the mission statement — it should frame everything you do.
12. Don't ask the staff to do anything personal for you. They are paid to manage the association — not to manage you.
13. When and if you spend money, be ready to justify that it is in the best interest of the members.
14. No one can do this job alone; build your team before your term begins.
15. Call on your president-elect or VP.
16. Be the model of accountability.
17. Take antitrust avoidance seriously; penalties include fines and jail.
18. Ask the executive director's advice before you undertake projects or speak out.
19. Consider diversity in making appointments.
20. Streamline board meetings with well-planned agendas.
21. Start and end on time.
22. Attend at least one meeting of each of your committees — as a show of support, not to run the meeting.
23. Follow lines of communication depicted in the organizational chart.
24. Be the leader your members will respect and thank for years to come.
25. Promote transparency, avoid rump sessions and secrets.
26. Listen to the whispers and you'll avoid the shouting.
27. Don't neglect your family or business; they need to be there when your term is over.
28. Stay physically fit — stress kills.
29. Be flexible; it is not important that you always win.
30. Never say, "We have always done it that way" or "We tried that once before."
31. Collaborate and form partnerships; avoid working in a silo.
32. Desire to be inclusive; avoid the image of a "good old boys" club.
33. If you aren't moving forward, you'll lose ground.
34. Avoid telling jokes; inappropriate comments will bite you.
35. Mix and mingle with the members before every meeting; avoid the head-table clique
36. Call on other leaders (past and present) for counsel; you're not in this alone.
37. Don’t be embarrassed to say, "I don't know."
38. Have the courage to admit someone else may have a better idea than you.
39. The process is often as important as the outcome.
40. Don't take criticism personally.
41. Give credit to others, often.
42. Respond promptly to emails and phone calls.
43. Invite everyone's input, but work to reach consensus and make decisions.
44. Your job is to advance the strategic plan, not to make a to-do list for your legacy.
45. Membership is voluntary; don't end your term with fewer members than when you started.
46. Promote small successes; they will add up by the end of your term.
47. Get to know, and thank, the staff.
48. Don't miss meetings; you're expected to be there.
49. Do fun things during your term — life is short!
50. At the conclusion of your term, you are history.

*Adapted with permission of Carolyn Gardner, Florida Association of Realtors (retired).