ARM training is an industry-wide initiative to provide management with the skills and knowledge required to make efficient use of all available resources during administrative operations. These resources include making use of all sources of information, personnel and industry services.

ARM has been around for many years and studies have shown that those who made effective, integrated used of its principles perform in a satisfactory manner and show a direct relationship between performance and effective communication. Many successful businesses have adopted a formal ARM type training program for their management.

It is critically important that upper management be able to recognize poor ARM skills and make serious efforts to remedy the situation. However, Presidents and CEOs must first be aware of the importance of proper ARM and how it affects the performance of modern business.

ARM applies equally (if not more) to Not-for-Profit Federations/Associations and their generally "volunteer" personnel, as it does to Industry. There are 9 major skill categories or attributes :

1) CEO Authority
A CEO's authority is a defined set of command duties and responsibilities and the discretionary power to carry them out. The CEO/President is ultimately responsible for the well being of the membership, the administrators, and the Association. He/she is responsible for adherence to rules of order and procedures, and ensures that his/her vice-President/CEO can take his/her place when necessary. Someone who demonstrates the proper knowledge of CEO authority should be able to :
a) Declare and exercise authority
b) Exert managerial control over the management, membership or situation
c) Direct the board's actions
d) Assign duties and responsibilities

2) Training and Development of management/Board members :
This is the recognition and critique of inadequate performance and the explanation and demonstration of correct procedure. A board member conducting training and development of fellow board members should take an active and sincere interest in seeing them improve and should offer them help and encouragement.
This is primarily the CEO's responsibility, but it is also a mutual responsibility of all board members because of the varying amounts of experience that exist in the members of a Board or Management Team.

Someone who can provide appropriate training and development for board members should be able to :
a) Identify and describe appropriate ARM behavior
b) Counsel board members effectively
c) Identify and describe proper procedures, operations and knowledge
d) Demonstrate correct procedures and operations in a learning environment.

3) Promoting a positive interpersonal and group climate :
This is a goal that, when properly accomplished, results in a positive group climate, open communication, mutual respect and confidence amongst management/board members, and free and open exchange of ideas without fear of repercussion. This is also the responsibility of the CEO/President. For example, the tone in the assembly/meeting is relaxed and supportive. Board members do not interrupt one another, exhibit patience and answer questions directly. An individual who properly demonstrates this ARM attribute should be able to :
a) Demonstrate openness to suggestion and change.
b) Demonstrate respect for and confidence in board members
c) Actively establish open communication channels
d) Provide and accept feedback
e) Encourage board members to freely state opinions and participate in discussions.

4) Communication :
Communication is the mechanics, art and craft of successfully and accurately transmitting and receiving messages. Communication can be verbal or non-verbal and has four major elements : inquiry, advocacy, conflict resolution and critique.
"Inquiry" means soliciting information from a board member, support service or other management system.
"Advocacy" means stating a position, sending a message and making sure the message is received.
"Conflict Resolution" means acknowledging and reconciling differences in information or advocated positions. Conflict resolution does not mean that there is a personal conflict, but rather that compromise is reached between two divergent views.
"Critique" may be on-going or related to a specific task.

Ongoing is the board/management's constant review and communication about planned events.
Task involves giving and receiving feedback after a task or job is complete. The task type of critique is often more difficult for board members because it can have the connotation of being "critical of the individual".
NB : Critique should be considered a neutral term, and should always include important communication about good performance.

Communication is the most basic ARM attribute and is critical to positive management operations. Someone who demonstrates proper ARM communication skills should be able to :
a) Enquire and solicit information
b) Advocate positions and solicit feedback to confirm that the position was heard
c) Listen actively to conflicting opinions
d) Actively describe and clarify incomplete and/or conflicting information
e) Focus on the problems, not on the person
f) Advocate proposed solutions to conflicting information or opinion
g) Actively and outwardly review plans as they are carried out during any given period of time
h) Provide critique and feedback upon completion of a task or job.
i) Actively acknowledge feedback/critique on own performance.

5) Problem-Solving process :
This is an efficient and logical sequence of management actions that generate a solution to a problem. The process is as follows :
a) The management/board members recognize a problem
b) The board members gather information about the problem
c) The board members define the problem based upon the information
d) The board members formulate solutions to the problem(s)
e) The board members apply what appears to be the best solution
f) The board members evaluate the result to see if the solution did effectively solve the problem.
g) If the solution failed to solve the problem, the members re-formulate the problem by repeating steps b) to f), as necessary.

An individual who demonstrates proper problem-solving abilities should be able to :
a) Recognize that a problem exists
b) Gather information about the problem
c) Formulate solutions to the problem
d) Apply what appears to be the best solution
e) Evaluate results to determine if the solution has solved the problem
f) Re-evaluate a problem if a solution does not work

6) Decision Making :
This is the determination to act or not to act in response to an input or event. Decision making should result in a clear plan of attack that is supported by all board members. Decision making is a necessary part of problem solving and must be accomplished in a timely manner.

Someone who demonstrates proper decision-making abilities should be able to :
a) Describe decision-making guidelines to other board members
b) Clarify incomplete and/or conflicting information
c) Communicate decisions clearly

7) Workload Management :
This is the ability to effectively prioritize and sequence work requirements for necessary operations while avoiding work overload. An individual who practices proper workload management, assigns duties and responsibilities clearly, anticipates problems and plans for their personnel to not become over-loaded at critical times. While managing the workload is an ongoing task, it is most important in high workload and/or time-compressed, deadline situations.

Someone who demonstrates proper workload management skills should be able to :
a) Communicate plans or guidelines for personnel actions
b) Prioritize and sequence personnel/board overload
c) Clearly assign tasks and actively confirm individual understanding of them.
d) Describe potential problems/conflicts and a plan to handle them.

8) Situational Awareness :
This refers to a board's consciousness of a business's status relative to change and progressing business conditions. Situationally aware management remains aware of where it is at and where it is heading, keeping abreast of changing times by staying alert and informed of developing market trends and progressions.

A situationally aware board member should be able to :
a) Alert other board members to operational and market trend conditions
b) Maintain focus on central problems despite distractions
c) Alert other members to conditions liable to transpire in the future
d) Select documentation for information relevant to each phase of operations.

9) Resource management :
This is the board's use of resources available outside of the business.
Effective resource management requires that board members know the available sources of information, how to access and use them. A board member who demonstrates proper resource management skills should be able to :
a) Describe all sources of information available
b) Call external sources for information and assistance.
c) Direct other board members to use external sources
d) Counsel other board members on the appropriate time to seek assistance.

In summary, ARM is a core element of modern Management training. It should not be considered a stand-alone element of business practices but an all-encompassing aspect that permeates the whole process.