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The Appraisal Foundation is seeking applicants for their Board of Trustees

Maybe the Appraisal Institute's anti-licensing activist types can run another beauty contest to see if they can get one of their own "elected" to the BOT. We can call it Election 2025.
 
This may explain Fern and Z's absence, they're polishing up resumes and are aspiring to get inside the big tent.
 
Surf Cat said:
Oooooo...this is Mejappz's chance! Get on the board and just wreak havoc.
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Until they replace Kelly, the Queen of Davids, with Cindy Chance, there is no hope for TAF. There is a lack of transparency, cronyism, and conflicts of interest. The TAF organization needs significant reform. The current leadership is plagued by a lack of transparency, rampant cronyism, and glaring conflicts of interest. It's time for a decisive change at TAF to restore integrity and effectiveness better yet it's time to put this puppy to sleep.

Transparency: the Road to Success​

Jan 15
Transparency: the Road to Success - Secrecy: the Road to Ruin



The core values of any successful business must include transparency and accountability; in fact, the integrity of any business depends upon it. When stakeholders (employees, customers, business partners, regulators, etc.) share a sense of a business's integrity from their different, and often conflicting, perspectives, this fosters engagement and enthusiasm, which, in turn nurtures the business's authenticity. This dynamic, and all its inherent (and healthy!) conflicts are the heart of successful business cultures and brands. Transparency and accountability are enshrined – and enforced – through best practice governance structures in any mission-driven organization (for-profit or non-profit). Successful governance protects stakeholders rights to true and transparent communications– and their responsibilities to demand and provide the same.



When governance fails, and trust is lost, stakeholders abandon ship. Disaster is not far behind. And as your mind turns now to examples you know that seem to refute these truths -- examples of businesses that have "succeeded" despite clearly unethical practices and behaviors -- remember that we're all programmed for survivorship bias. You're remembering the “how did they go on as long as they did” exceptions. You rarely hear about the overwhelming majority of relatively boring examples that reflect the rules for success. When businesses are working, the fact they are nurturing trust and authenticity through transparency and accountability is not noteworthy, no more than the good health of a person is noteworthy. When you hear about credibility issues, it usually means that big, avoidable problems have already become public.



One way or another, if organizations are not built on a foundation of good governance and ethical conduct, they must commit to change and overhaul their governance and culture or they must accept predictable decline. Leaders must commit to transparency and shared goals, or commit to being figureheads presiding over the withering and death of their organizations.



So how do successful companies ensure transparency and accountability? They implement straightforward tools for reporting and communications processes from the boardroom to the mailroom. Strong leadership and shared goals throughout the organization must be embedded in practices and principles that maintain clear communications and transparency. Success depends on disciplined reporting of progress – and lack of progress – toward goals. Holding ourselves accountable and allowing others the information to do the same is key. This is much harder to do than it seems, particularly when a business or unit of a business has run into culture trouble.



The critical insight here - good process, best practice and rigorous discipline when it comes to transparency and accountability is necessary to protect businesses from the people that run them.



Why would this be true, you ask? Aren’t most people well-intentioned and good? Can’t we rely on one another to do what is right? Don’t people almost always tell the truth and look out for their co-workers and communities? Don’t people care about their reputations enough to be reliable and trustworthy?



Unfortunately, sociology and psychology tell us that people are not trustworthy in these ways. Our memories are inherently flawed and people are not naturally truth tellers. By nature, people will tend to deceive themselves and each other, often unintentionally, because of social pressures, avoiding stressful conclusions and decisions, or present bias (prioritizing immediate rewards over long-term benefits). People lie and misdirect for all kinds of reasons and often justify it to themselves so quickly that they are not even aware they have been unreliable. People in groups, and especially where they have power and their self-interest is at stake, are the most notoriously unreliable. Self-deception is a feature of human beings, not a bug. Truth-telling must be trained, encouraged, and enforced.



Businesses cannot afford to let well known ordinary human failings sabotage results over and over and over. People on a mission must be brave enough to share the data and relevant developments and subject themselves to scrutiny. When you share the facts you take a big step towards eliminating the most obvious cause of failure, human weakness. Business cultures have to work to create disciplines and expectations around transparency and accountability. There are tools to use to get this done, from performance reviews to quarterly reports, to a wide range of stakeholder communications approaches. It’s difficult work but these disciplines are the only way to build (or rebuild) a foundation for growth and success.



If you want to learn more about ways to build transparency and accountability, and put your business on the road to greater success, please email “tools for transparency” and I will share with you some frameworks I’ve developed to help you see where FosterChance can help your business “Do better by doing good.”
Cindy Chancehttps://www.fosterchance.com
 
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Mejappz said:
Until they replace Kelly, the Queen of Davids, with Cindy Chance, there is no hope for TAF. There is a lack of transparency, cronyism, and conflicts of interest. The TAF organization needs significant reform. The current leadership is plagued by a lack of transparency, rampant cronyism, and glaring conflicts of interest. It's time for a decisive change at TAF to restore integrity and effectiveness better yet it's time to put this puppy to sleep.
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Well so here's your opportunity to nominate Cindy Chance or anyone else of your choosing for a seat on the BOT. Maybe start up a PAC and collect some campaign financing and commit to doing some lobbying to see if you can buy some votes. Or you can do it the old fashioned way and stuff the ballot box with the mail-in ballots.

Do it. Do it now.
 
Bobby Bucks said:
This may explain Fern and Z's absence, they're polishing up resumes and are aspiring to get inside the big tent.
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It’s a waste of time. The last round TAF just reappointed 3 of 4 IIRC.
 
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