Life as a Cluster Head (COA Transition Seminar 2012)
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Life as a Cluster Head (COA Transition Seminar 2012)

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Choosing to run for Cluster Head was the best decision I made in my life. ...

Choosing to run for Cluster Head was the best decision I made in my life.

There are so many things that I'm thankful for, the most of which is the chance to broaden my perspective through dialogue with people who are just as opinionated and even better informed than I am.

I gave this presentation during the transition seminar of the Council of Organizations of the Ateneo (COA) last March 3-4, 2012, in the hopes that somehow, it would help the next Central Board serve their presidents and orgs more through the sharing my experiences.

It covers the basic things about what I learned in my term as Performing Arts Cluster Head in SY 2011-2012:
1. What it was like at the beginning - because you won't ever be prepared to know what it feels like to be in the position, and hold so much responsibility for your constituents, no matter how many transition seminars you have.
2. Why are we here, as Cluster Heads? - because oftentimes, our presence and relevance is questioned by others, and even by those we serve.
3. How to be consistent with Representation, Administration, and Formation - the three core competencies of COA
4. Complexities of the partnership - as Cluster Head, your partner is your Secretary-Treasurer, and the relationship is not as easy as it sounds.
5. What I learned and loved the most - amongst the multitude of things I take away from my term, I learned that leaders are not born; they can be made. You don't have to be a performer to properly lead the Performing Arts Cluster. You don't have to be the best dancer to lead CADs. You just need a context of where you're coming from, skills to manage people, and passion. Passion for what you're doing takes you to places you can scarcely imagine.
6. Concrete outcomes of my job - to show that even though they say that being in the COA Central Board is a thankless job; that it's always background work; that people don't know why we're even there, we DO have an impact on the people we take care of.
7. How my orgs responded - a little love goes a long way.
8. What now? - for the incoming Central Board, what does this mean for them?

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Life as a Cluster Head (COA Transition Seminar 2012) Presentation Transcript

  • 1. Life as a a d 2011-2012 t s Cluster He rforming ArEl Kawsek / Pe
  • 2. Life as a 12 | March 3-4, 2012 Transition Seminar 20COA
  • 3. What It Was Like At The Beginning Why Are We Here, As Cluster Heads?How To Be Consistent With RAF Complexities of the Partnership
  • 4. What I Learned And Loved The Most Concrete Outcomes of My JobHow My Orgs Responded :) What Now?
  • 5. What It Was Like At The Beginning•  You may feel lost, like you don’t know what to do.•  You may feel thrust into the position, even if you ran for it.•  Nangangapa ka ba?
  • 6. What It Was Like At The Beginning•  Remember: nangangapa pa kayong lahat.•  Nothing will ever prepare you enough for taking on the role of a CB member and a cluster head.•  In the CB alone, you encounter a variety of people who are incredibly different from you, but that’s what makes the CB life so interesting.
  • 7. What It Was Like At The Beginning•  Summer: start off on the right foot with the CB and with your presidents.•  It’s not all about efficiency. It’s also about being ONE CB.•  Your commitment will be tested.
  • 8. Why Are We Here, As Cluster Heads?•  Representation: CH is the CEO of the cluster•  Engaging in dialogue with external offices like Sanggu, APO, OSA, OAS•  Dealing with violations with OSA
  • 9. Why Are We Here, As Cluster Heads?•  Beyond this, representation goes two ways: you represent your orgs to COA, and COA to your orgs.•  Administration: not just the ST’s job•  Help facilitate the smooth flow of information. CC your ST in your texts.
  • 10. Why Are We Here, As Cluster Heads?•  Formation: Cluster Projects and the Cluster Core Team•  Who leads the leaders? Your presidents are capable and strong individuals, but sometimes, they need someone to talk to as well.•  Support your orgs, use all forms of social media to promote them, make them less org-centric
  • 11. How To Be Consistent With RAF•  Know what your orgs are up to by collating schedules. This helps with representation (in your meetings with external groups) as well as helping them promote their events. You know when they’re busy or not.
  • 12. How To Be Consistent With RAF•  A sample of my calendar for January 2012, with my orgs’ activities compiled
  • 13. How To Be Consistent With RAF•  Check up on their progress through IC’s. IC’s are also a form of bonding.•  ALWAYS be there for your orgs by going to not just their events, but their plansems as well, to get to know them on a member level.
  • 14. How To Be Consistent With RAF
  • 15. Complexities of the Partnership•  They say it’s lonely at the top, but in the CB, you’re never really alone.•  As CH, the one person you should be closest to is your ST.•  You and your ST are your best support systems for one another.
  • 16. Complexities of the Partnership
  • 17. Complexities of the Partnership•  Saluhan culture: you are partners for a reason.•  Your ST is not your utusan.•  Don’t go overboard with saluhan; give equal opportunities for you both to grow, and to avoid burnout on your end.
  • 18. What I Learned And Loved The Most•  As CH/ST, your relationship with your presidents is weird. You’re “above” them in structure, but you’re never really above them.•  At times, you may wonder what makes you worthy to lead such capable individuals.•  You need knowledge and context of where you’re coming from, yes, but more than that, you have to love what you’re doing.
  • 19. What I Learned And Loved The Most
  • 20. What I Learned And Loved The Most
  • 21. What I Learned And Loved The Most•  You, your cluster board, and your orgs are always part of a bigger context.•  Your orgs may be good, but they can always be better.•  World café sessions are the best ever.
  • 22. Concrete Outcomes of My Job•  Cultural Office for Ateneo•  More PAC org involvement with COA: COA Awards (ACGC and TA), COA Project Grant (BlueREP)•  OSA & PAC orgs working on partnering with School of Humanities for performing classes
  • 23. Concrete Outcomes of My Job•  Formation and representation for Blue Symphony’s recent accreditation •  Helped Blue Symph with their YES Report and what it is like to be part of COA
  • 24. How My Orgs Responded :)•  When you’ve done your job well, you’ll notice that you haven’t just reached your presidents, or their EBs, but their members as well.
  • 25. How My Orgs Responded :)•  If you love them, they’ll love you too. <3
  • 26. How My Orgs Responded :)•  Your orgs will care about one another, each others’ successes, and become less org- centric.
  • 27. How My Orgs Responded :)
  • 28. How My Orgs Responded :)
  • 29. How My Orgs Responded :)•  You’ll even have reached the org moderators…..
  • 30. How My Orgs Responded :)•  ……and the alumni.Text from Gorby Llado, ACGC president 2012-2013,night of COA Awards 2012:“When I told ACGC (alumni, members, trainees) aboutyou and the PAC orgs’ awards, sobrang masaya silapara sa inyo. Salamat, for making GC love this year asa PAC org. From the bottom of our hearts, thank you. :)”
  • 31. How My Orgs Responded :)•  And you’ll get random texts of love from your presidents / constituentsText from Julia Motoomull, TA Company Manager2011-2012, on February 2, 2012:“Hi, El. I’m glad TA’s been more recognized this year.You helped with that, so thank you. :)#randomthoughts (yes naman, marunong akong maghashtag).”
  • 32. What Now?•  Why do we do what we do? It seems that we are often BS [Org/Cluster], Minor in [your course here]•  Without passion, the org life is in danger of becoming a mere order of events.•  It’s very difficult not to be inspired by people who so clearly love what they’re doing.
  • 33. What Now?•  Passion can be well-meaning, but is aimless without a sense of purpose.•  A strong vision links passions with the potentials of the org / cluster.•  Your vision should be able to look to the future, yet remain grounded in the present.
  • 34. What Now?•  Leadership is not restricted to the lucky few.•  At the end of the day, you work not just for your orgs, but for COA. There is a bigger perspective on why we do things.•  It’s never easy, but it’s always worth it.
  • 35. What Now?Think not of what you HAVE to do, but of what you WANT to do.