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Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
Real Job Chapter Leader1
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Real Job Chapter Leader1

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  • Being a liaison b/w NINO and EB, or b/w EB and committee Supporting & leading your exec board members or committee members Goal setting and prioritizing Assess where your chapter is at and where you want it to go Oversee progress towards those goals Connecting the now and later Building capacity Preparing future leaders of Nourish Ensuring that the chapter outlives you Representing Nourish responsibly Making sure the chapter as a whole does this
  • -As a liaison, you are the lynchpin-the piece that holds the chapter and NINO together and where communication can potentially break down -Importance of accurately communicating top-down and bottom-up to keep things running smoothly -Balancing act
  • Same situation for exec board members b/w your Exec Board and committee groups
  • -Delegating:
  • Delegating: -Will talk in depth about purpose and process of delegating this afternoon -More can be accomplished by delegating -Ownership is given to your exec board members -By giving ownership over pieces of the puzzle, you can focus your attention on other things -This enables them to grow as leaders Providing tools and resources: -Begins as simply as asking your exec board members if they have what they need to accomplish goals and tasks -If not, what do they need? -If you can not provide this yourself, look to NINO Feedback: Emphasizing the feedback piece because it is something we need to be intentional about doing. Set the expectation from the outset that this will be a part of our process as an organization -you will receive feedback in your weekly calls -you are expected to provide feedback to your exec board members We want to create the space for those conversations this year to ensure we are firing on all cylinders -Positive feedback: comes more naturally—important point is to make sure you do it, motivate your group and encourage good performance -Constructive feedback can be more difficult to do well—flesh this out
  • How we talk about our work is important -ex, kegger Gray areas/judgment— Guard our name Environmental piece—do what you can, not our central focus
  • 2 separate ideas 1-managing conflict, facilitating group decision-making 2-leading meetings/tone
  • -Elements in the agenda: Objectives Materials needed Topics covered Speakers Time estimate
  • Milestones hand-out Informal goal setting
  • Transcript

    • 1. The Real Job of a Chapter Leader
    • 2. Real Life Perspective Zina Badri: Former Chapter Founder, University of Michigan
    • 3. Your Real Job <ul><li>Singlehandedly… </li></ul><ul><ul><li>Accomplishing every task </li></ul></ul><ul><ul><li>Making every final decision </li></ul></ul><ul><ul><li>Coming up with every idea </li></ul></ul><ul><li>Planning an international project </li></ul><ul><li>Raising lots of money </li></ul><ul><li>Saving the world </li></ul>What it’s NOT:
    • 4. <ul><li>Being a liaison </li></ul><ul><li>Supporting and leading </li></ul><ul><li>Goal setting and prioritizing </li></ul><ul><li>Building capacity in the chapter </li></ul><ul><li>Representing Nourish responsibly </li></ul>Your Real Job What it IS:
    • 5. 1. Being a Liaison Chapter Leaders
    • 6. 1. Being a Liaison Executive Board Members
    • 7. 1. Being a Liaison <ul><li>Formal Meetings: </li></ul><ul><ul><li>Weekly calls </li></ul></ul><ul><ul><ul><li>Chapter Coordinator—Chapter Leader </li></ul></ul></ul><ul><ul><li>Executive Board meetings </li></ul></ul><ul><ul><li>Committee Meetings </li></ul></ul><ul><li>Key points: </li></ul><ul><ul><li>Preparedness to provide updates and important information </li></ul></ul><ul><ul><li>Punctuality </li></ul></ul>Formal Communication Structures
    • 8. 1. Being a Liaison <ul><li>Informal Communication: </li></ul><ul><ul><li>Emails </li></ul></ul><ul><ul><li>Phone calls </li></ul></ul><ul><ul><li>Text Message </li></ul></ul><ul><li>Key points: </li></ul><ul><ul><li>CC others involved on emails </li></ul></ul><ul><ul><li>Read emails </li></ul></ul><ul><ul><li>Respond promptly </li></ul></ul><ul><ul><li>Be flexible </li></ul></ul>Informal Communication Methods
    • 9. 2. Supporting and Leading <ul><li>Focus on supporting/leading your Executive Board or committee members </li></ul><ul><ul><li>Do not hold their hand or complete every task personally </li></ul></ul><ul><li>Why this is important: </li></ul><ul><ul><li>Provides the group with the resources it needs to succeed </li></ul></ul><ul><ul><li>Cultivates future leaders </li></ul></ul><ul><ul><li>Allows you to efficiently oversee chapter’s work without getting bogged down with details </li></ul></ul>Benefits
    • 10. 2. Supporting and Leading What it looks like:
    • 11. 2. Supporting and Leading Steps to provide effective constructive feedback:
    • 12. 3. Setting and Achieving Goals <ul><li>Keeping an eye on the “now” and “later” </li></ul><ul><li>Establish priorities </li></ul><ul><li>Communicating what we have to do to get there </li></ul>
    • 13. 4. Building Capacity <ul><li>Sustainability—ensuring that your chapter outlives you </li></ul><ul><li>Lay the groundwork for future success </li></ul><ul><ul><li>Keep record of your work </li></ul></ul><ul><ul><li>Identify leadership potential in others and cultivate it </li></ul></ul><ul><ul><li>Develop systems for leadership transition </li></ul></ul>
    • 14. 5. Keeping Your Chapter Responsible <ul><li>Ensure that chapter follows laws, school rules, and Nourish policies. </li></ul><ul><li>Ensure that chapter activities are ethical and responsible. </li></ul>The way that we represent Nourish is important.
    • 15. 5. Keeping Your Chapter Responsible <ul><li>Conduct of the chapters and its members reflects upon Nourish as an organization </li></ul><ul><li>Maintaining campus charter </li></ul><ul><li>Ensures overall chapter integrity and long-term success </li></ul>Why this is important:
    • 16. Fulfilling Your Job <ul><li>Managing conflict </li></ul><ul><li>Leading effective meetings </li></ul><ul><li>Defining success </li></ul>Three skills that will help you fulfill your job:
    • 17. Managing Conflict
    • 18. Leading Effective Meetings
    • 19. Defining Success <ul><li>Important to keep in mind: </li></ul><ul><ul><li>Going from 60-64—not 0-100 </li></ul></ul><ul><li>Milestones </li></ul><ul><ul><li>Participation, Profitability, Projects </li></ul></ul><ul><ul><li>Establish a baseline: where do things stand? </li></ul></ul><ul><ul><li>Set goals: where do you want to get this year? </li></ul></ul><ul><ul><li>Determine next steps: what are the priorities moving forward? </li></ul></ul>The definition of success is different for each of you.

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