THETA PHI ALPHA PRESIDENTS’ ACADEMY LEADERSHIP CONFERENCE 2007 DAYTON, OH Introductions Schedule Expectations What’s Important to Your Chapter? Spirituality Relationships Support Group Transportation Values and Ethics Winning Money Ritual Scholarship Philanthropy Housing Men Graduation Sexuality Teamwork Time Management Appearance Partying Authority/Power Pledge Sister Education Employment Motivation Having Fun Our Values Purity Faith Justice Wisdom Honor Truth Loyalty Security Small Groups Ice Breaker Ground Rules Values Workshop Journaling What value is most important to you? Why? Do you incorporate this value into your life as a student? … as a chapter leader? Building the Executive Team Chapter Challenges Having One Aim Goal Planning Characteristics Guidelines for Team Membership Having One Aim There is a common goal for which everyone has shared responsibility Everyone understands that goal and feels committed to it www.teamtechnology.co.uk Goal Planning S M A R T Specific Measurable Attainable Realistic Time Bound Our chapter will increase on time dues payments by 25% by March 2008. Goals, Action Plans, Tasks GOAL Our chapter will increase on time dues payments by 25% by March 2008. ACTION PLANS Develop incentives for members to pay on time Develop additional methods for dues payment (fundraising, service hours, etc) TASKS Survey members about their knowledge of chapter treasury in September 2007 Call other chapters to talk to Treasurer about best practices in November 2007 Develop incentive program in December 2007 Educate members about chapter treasury in January 2008 Propose incentive program to members in February 2008 Goal Planning Chapter Best Practices Characteristics of Well Functioning Teams Purpose Priorities Roles Decisions Conflict www.nsba.org Personal traits Norms Effectiveness Success Training Characteristics of Well Functioning Teams Purpose: Members proudly share a sense of why the team exists and are invested in accomplishing its mission and goals. Priorities: Members know what needs to be done next, by whom, and by when to achieve team goals. www.nsba.org Characteristics of Well Functioning Teams Roles: Members know their roles in getting tasks done and when to allow a more skillful member to do a certain task. Decisions: Authority and decision-making lines are clearly understood. Conflict: Conflict is dealt with openly and is considered important to decision-making and personal growth. www.nsba.org Characteristics of Well Functioning Teams Personal traits: Members feel their unique personalities are appreciated and well utilized. Norms: Group norms for working together are set and seen as standards for everyone in the groups. (The written and unwritten rules of a group; the shared values, beliefs, behaviors and procedures that govern group operation; a rule that is socially enforced.) www.nsba.org Characteristics of Well Functioning Teams Effectiveness: Members find team meetings efficient and productive and look forward to this time together. Success: Members know clearly when the team has met with success and share in this equally and proudly. www.nsba.org Characteristics of Well Functioning Teams Training: Opportunities for feedback and updating skills are provided and taken advantage of by team members. Guidelines for Team Membership Contribute ideas and solutions Recognize and respect differences in others Value the ideas and contributions of others Listen and share information www.nsba.org Guidelines for Team Membership Ask questions and get clarification Participate fully and keep your commitments Be flexible and respect the partnership created by a team -- strive for the "win-win" Have fun and care about the team and the outcomes www.nsba.org Small Group Are these characteristics present in your executive board? How can these characteristics be cultivated in individuals? In a group? Purpose Priorities Roles Decisions Conflict Personal Traits Norms Effectiveness Success Training How to be a Leader Leadership Qualities Small Ways to be a Leader The Three R’s of Leadership Situational Ethics How to be a Leader Leadership Qualities Good leaders know themselves Good leaders are committed Good leaders know they don’t know everything Good leaders are open to change Good leaders go the extra mile www.girlscouts.org How to be a Leader Leadership Qualities Good leaders know themselves: Knowing oneself is necessary when faced with challenges or ethical choices, communicating with those who have different ideas, making decisions, and identifying sources of satisfaction. Good leaders are committed: An effective leader is not afraid to take on responsibilities. Sometimes it requires putting the organization or group first—and keeping it there. www.girlscouts.org How to be a Leader Leadership Qualities Good leaders know they don’t know everything: While the ultimate decision and responsibility may lie with one individual, it is incumbent upon her to gather information and trust others' points of view before creating a plan of action. Good leaders are open to change: Changes need to be anticipated and responded to if growth is going to continue; and that applies to minor changes, as well as major ones. www.girlscouts.org How to be a Leader Leadership Qualities Loyalty Courage Desire Stamina Empathy Decisiveness Anticipation Timing “Leadership Secrets…” W. Roberts Self-Confidence Accountability Responsibility Credibility Tenacity Dependability Stewardship Small Ways to be a Leader Be a clarifier: listen, summarize, and make things clearer. Be a coach: encourage others to develop their skills. Be a facilitator: help the group set goals, make decisions, choose directions, and evaluate progress. Be a delegator: help each group member apply her talents and interests to the group's goals. Be an initiator: get things moving. Be a mediator: help resolve differences. Be a networker: connect people with people and people with ideas Be a problem-solver: suggest solutions and ways to get things done. Be a visionary: see creative solutions, new directions, and possibilities. www.girlscouts.org How to be a Leader The Three R’s Resources Relationships Results Convert Resources into Results through Relationships “Leadership Dilemmas…” Blake and McCanse How to be a Leader The Three R’s Resources: The knowledge, abilities, skills and motivations people have available (when using non-human and indirect resources) Relationships: The interactions between people and how we do things Results: Measurable through the outcomes “Leadership Dilemmas…” Blake and McCanse How to be a Leader Situational Ethics Using a different set of rules to determine behavior based on the specific circumstances. Situational Ethics Case Studies CASE STUDY ONE The worst thing that a member of your chapter can do is drink alcohol in the house. Julie and Mary are both caught drinking in the house. This is the third time Julie did it and the first time Mary did. Both women are referred to the Board of Directors for discipline. The Board refers both women for suspension. What do you do? Situational Ethics Case Studies CASE STUDY TWO One of your pledge sisters violates the Policy on Use of Technology by posting inappropriate pictures on Facebook . She tagged a collegian who was also in the photo. Her personal blog also talks about hazing activities that the chapter didn’t do, but makes it seem like the chapter did haze. What do you do? Journaling What team characteristics are well represented on your executive board? …which are lacking? As chapter President, what responsibility do you have to help develop the characteristics that are lacking? What leadership qualities are most important for you to have for your chapter? Do you have them? How can you develop/further develop them? Do you, as President, have a responsibility to embrace situational ethics? To avoid it? Standards Board Purpose National Requirements Program Components Standards Board Purpose To address problems with individual members Establish incentives and penalties Serve as an appeal board for those members who have been penalized Monitor attendance, academics and discipline Standards Board Program Requirements Program is due to National Office on April 15 Program should include, but is not limited to: incentives, penalties, mandatory events, expectations Standards Board Program Components Incentives Penalties Accountability Communication Best Practices Proven Techniques Making it Work Communication Proven Techniques Stay Focused Listen Carefully Try to See Their Point of View Respond to Criticism with Empathy Own What’s Yours www.stress.about.com Communication Proven Techniques Use “I” Messages Look for Compromise Take a Time Out Don’t Give Up Ask for Help if You Need It www.stress.about.com Communication Proven Techniques Stay Focused: Try not to bring up past hurts or other topics. Stay focused on the present, your feelings, understanding one another and finding a solution. Listen Carefully: While it might be difficult, try really listening to what is said. Don’t interrupt. Don’t get defensive. Just hear them and reflect back what they’re saying so they know you’ve heard. Then you’ll understand them better and they’ll be more willing to listen to you. www.stress.about.com Communication Proven Techniques Try To See Their Point of View: Try to see the other side, and then you can better explain yours. Others will be more likely to listen if they feel heard. Respond to Criticism with Empathy: While criticism is hard to hear, often exaggerated or colored by the other person’s emotions, it’s important to listen for the other person’s pain and respond with empathy for their feelings. Look for what’s true in what they’re saying; that can be valuable information for you. www.stress.about.com Communication Proven Techniques Own What’s Yours: Realize that personal responsibility is a strength, not a weakness, and admit when you’re wrong. If you both share some responsibility in a conflict, look for and admit to what’s yours. It defuses the situation, sets a good example, and shows maturity. Use “I” Messages: Begin statements with “I”, and make them about yourself and your feelings, like, “I feel frustrated when this happens.” It’s less accusatory, sparks less defensiveness, and helps the other person understand your point of view rather than feeling attacked. www.stress.about.com Communication Proven Techniques Look for Compromise: Instead of trying to ‘win’ the argument, look for solutions that meet everybody’s needs, either compromise or a new solution. Take a Time-Out: If you feel yourself or your friend starting to get too angry to be constructive, or showing some destructive communication patterns, it’s okay to take a break from the discussion until you both cool off. www.stress.about.com Communication Proven Techniques Don’t Give Up: If you both approach the situation with a constructive attitude, mutual respect, and a willingness to see the other’s point of view or at least find a solution, you can make progress toward the goal of a resolution to the conflict. Ask For Help If You Need It: You can turn to your BOD, CD, Greek Advisor, etc. www.stress.about.com Small Groups How can the communication techniques discussed be applied to the following groups/people? Executive Board Chapter Greek BOD Advisor Chair CD/CA/Colony National Office Advisor Journaling What are some of your communication strengths? Weaknesses? What can you do to overcome the weaknesses? Do you think your communication style affects the chapter? Why or why not? If it does, how? Conflict Resolution Benefits Styles Approaches Self Assessment Conflict Resolution Benefits Causes listening and consideration of different ideas. Enables people to increase their alternatives and potential paths. Results in increased participation in, more ownership of and commitment to the decisions and goals of the group or person. humanresources.about.com Communication Conflict Resolution Styles Avoider Dominator Accommodator Compromiser Consensus humanresources.about.com Communication Conflict Resolution Styles Avoider: Stay out of conflict; remain neutral on issues. Employed by individuals that do not have enough invested in the issue to see value in the conflict. This style is often used when the conflict is not critical or is perceived to be beyond their capacity to manage. Dominator: Remain singularly focused on one resolution to a conflict. These individuals will not readily yield and often fail to recognize the value of alternatives. www.projectmechanics.com Communication Conflict Resolution Styles Accommodator: Entirely yielding to the conflicting point of view. This style is seeking to preserve personal relationships even when it does not benefit project tasks and objectives Compromiser: Assumes that no solution can be achieved that will yield complete satisfaction for all participants involves. This style attempts to balance personal relationships and project success when one or both may be compromised in the conflict. www.projectmechanics.com Communication Conflict Resolution Styles Consensus: Mutual agreement and understanding between all conflicting parties. This style leads to project success while simultaneously reinforcing personal relationships. Is often the lengthiest resolution to a conflict, but produces the most favorable results. www.projectmechanics.com Communication Approaches for Each Style Avoider Dominator Accommodator Compromiser Consensus Communication Approaches for Each Style Avoider: Find potential wins for this style. Provide incentive to engage them in the process of resolution. Avoidance is usually detrimental in finding valuable resolution to conflict. Dominators: Remain focused on the real objectives and put conflict into perspective. Identify the merits of the dominator’s position, and seek to demonstrate places where their position complies with conflicting ideas. Let them recognize that they can win without others losing. www.projectmechanics.com Communication Approaches for Each Style Accommodator: Emphasize the significance of project objectives, and demonstrate solutions whereby personal relationships can benefit from the continued success of the project. Compromiser: Determine whether a true consensus can be achieved. If so, reinforce through merits of their position and constructively guide the conflict into a free communicating environment where the consensus can be pursued. www.projectmechanics.com Communication Approaches for Each Style Consensus: Encourage consensus, even in relatively minor conflicts. The potential synergistic value is worth the additional time it takes to yield a true consensus. www.projectmechanics.com Scenarios Small Groups What practices has your chapter implemented to handle conflict? What have been your successes? …your challenges? Communication Making It Work Commitment Accountability Journaling What is your conflict resolution style? Do you think you exhibit the same style all the time? If not, when is it different? Why? How does your style of conflict resolution affect the chapter? Officer Transition Elections Shadowing Transition Retreat Elections Held 6-8 weeks prior to the last day of fall semester classes Candidates must be able to hold executive board positions for the full term of office, January to January Candidates must be able to attend our national meetings Elections Improve transitioning Avoid summer transition Allow last semester seniors to concentrate on graduation requirements and life after college Shadowing The incoming officer should meet with the outgoing officer and assist her with all job office responsibilities, including reports The outgoing officer should introduce the new officer to all contacts Both officers should attend meetings and/or participate in phone calls together Shadowing Incoming officer should: Attend all meetings with outgoing officer Assist with report completion Be informed of all spontaneous communications (emails, calls, one-on-one conversations) the outgoing officer has Review all officer files Transitions Retreat Assessment and Evaluation Transfer of Information Policy and Procedure Review Personal Reflection Goal Setting and Calendar Planning Wrap Up and Next Steps Transition Retreat Assessment and Evaluation Facilitated by the BOD Chairman (or the outgoing President) for the outgoing officers List the chapter’s successes over the last year Assess previously established goals Review the Standards of Achievement Review the latest TEC Report Review recent history Transition Retreat Transfer of Information Outgoing Officers: Schedule of due dates and upcoming events Inventory transfer and Officer Transition Form Top Ten List of helpful information Incoming Officers Review needed resources Transitions Retreat Policy and Procedure Review National Constitution and Bylaws Chapter Bylaws Theta Phi Alpha Handbook Campus Relationship Statement and/or Standards Transitions Retreat Personal Reflection Unformatted personal time to reflect Consider: What do you want to accomplish? What challenges will you face? What commitments will you make? How will you know that you’ve been successful? Transition Retreat Goal Setting and Calendar Planning Transition Retreat Wrap Up and Next Steps Wrap Up Rededication of Vows ceremony Pass the Candle/Penguin Next Steps Ritual for Installation of Officers What Next? Finances Making a Budget Are you charging enough for chapter/colony dues? What National expenses are covered by your payment of chapter/colony dues? APH Questions Making a Budget INCOME Collegian Dues ($150 * 40 members * 2 semesters) = $12,000 Insurance Fees (40 members * $40/year) = $1,600 Pledge Sister Dues (20 * $20 * 2 semesters) = $800 Pledge Sister Fees (20 * $60 (PS fees + MSMF assessment) * 2 semesters) = $2,400 Initiation Fees (20 * $100 * 2 semesters) = $4,000 Jewelry Income (20 * $94 * 2 semesters) = $3,760 Fund Raising $4,000 Fund Raising for Philanthropy $1,000 Chapter Portrait ($40 * 60 members) = $2,400 Founders’ Day (60 members * $25 -- $5 each to Founders’ Foundation) = $1,500 White Rose Formal (60 attendees * $50) = $3,000 Making a Budget EXPENSES Per Capita (40 members * $25 fall) + (60 members * $25 spring) = $2,500 Insurance Fee $1,600 Pledge Sister Fees (20 * ($30 pledge sister fees + $30 MSMF binder) * 2) = $2,400 Initiation Fees $4,000 Jewelry Payments $3,760 Growth & Development (60 members * $1) = $60 Leadership Conference/Convention Fee: $475 Recruitment Program Expense $2,000 Pledge Sister Education Program $500 Scholarship Program Expense $250 Philanthropy Program Expense $250 Philanthropy Donations $1,000 Making a Budget EXPENSES, con’t Ritual Expense $1,000 Panhellenic/Greek Council Dues $500 Postage $100 Phone Calls $100 Stationary $100 Fund Raising Expense $250 APH Fees (40 * $15) + (60 * $15) = $1,500 Chapter Portrait $2,400 Board of Director’s Expense $500 Founders’ Day $1,200 Founders’ Day Donation to Founders’ Foundation ($5/member) $300 White Rose Formal $3,000 Chapter/Colony Dues National Dues Insurance - due September 30 Fall Per Capita - due October 31 Winter Per Capita - due February 28 Pledge Sister Fees My Sister My Friend Materials Initiation Fees Leadership Conference/Convention Fee - due March 31 Growth & Development – due $40/member $25/initiate $25/initiate $30/PS one-time fee $30/PS one-time fee $100 one-time fee $475 $1/initiate March 31 APH Fee $15/semester Badge – due w/in 6 months of initiation Chapter/Colony Dues Pledge sisters should be ready to pay $160 National dues plus the price of their badge. Determine any extra dues to cover local fees. Initiated sisters should be ready to pay $121 National dues. Determine any extra dues to cover local fees. You can split the annual Leadership Conference/ Convention fee amongst all the members or fund raise. Chapter/Colony Dues Make sure to invoice on APH early in the semester to ensure members receive a bill and have paid insurance by September 30, per capita by October 31 and February 28. This will enable the chapter to pay the National fees in a timely manner. Fund raise to cover expenses for alternate delegate and other members to attend the Leadership Conference (odd years) or Convention (even years) and the delegate’s registration fee. Plan on at least $1,000 for delegate and alternate delegate. Chapter/Colony Dues DO NOT SEND CASH THROUGH THE MAIL TO COVER DUES. Dues Payments Cover… Chapters account for about 85% of the Fraternity’s operating income Colonies account for about 1% Alumnae account for about 10% 4% of operating income is received from trademark licensing, Founders’ Foundation and the Penguin Shoppe 46% of the expenses used for chapters legal, training and expenses for chapter administration officers (CAs and CDs) such as phone calls, insurance, investigations, Leadership/ Regional Conference, Programming Guides, TEC, jewelry 3% of the expenses used for colonies for colonization weekends, installation weekend, extension presentations Dues Payments Cover… 41% of the income covers general operating expenses: web site; Grand Council postage, supplies, meetings in each others’ homes; copier lease, office computers, office furniture, payroll for National Office staff, rent, postage, nonprofit fees; NPC delegation/seminars (such as AFA/ NGLA/SEPC); trademarking 10% spent for alumnae for Compass articles; insurance, postage, jewelry, alumnae associations bulk mailing, volunteer week Dues Payments Cover… PER CAPITA: TEC expenses (airfare and wages), development of guides such as Ritual/Officer Transition/Fund Raising/Health and Wellness, operating expenses such as postage, copies, wages for staff, stationery, envelopes, rent for National Office, web site INSURANCE: General liability for all chapters/colonies, does not cover illegal activities such as hazing PLEDGE SISTER FEES: Pledge pin, pledge sister exam, yellow emergency cards, emergency trifold, National Policies, National Constitution and Bylaws, postage for these materials and wages for staff MSMF ASSESSMENT: Covers production costs for the handbook at the printer and postage Dues Payments Cover… INITIATION: Quality color initiation certificate suitable for framing, postage to mail certificate and NC&B, printing of these documents, salaries of office staff as they work with the printer and process the fees, and all general operating expenses as reflected with Per Capita JEWELRY: Covers the badge that each member orders, must be ordered within six (6) months of initiation GROWTH & DEVELOPMENT: Used to invest in a fund for chapters that need to borrow money for housing needs, certain requirements must be met LEADERSHIP CONFERENCE/CONVENTION FEE: Covers rising costs of delegate's transportation, lodging and meals APH Should make things easier for the Treasurer Invoice members through APH Treasurer does not have to collect dues Members pay in a timely manner and the funds are available for the chapter’s operations No calculator needed for Treasurer to create monthly Financial Report No need to transfer numbers to the Theta Phi Alpha Financial Report - just export the Income Statement/Available Balance Report/Aging Receivable on APH for the selected month and email to Reports@ThetaPhiAlpha.org Contact National Assistant Treasurer Jennie Lecesse with questions at Jennifer_3381@btinternet.com Sample Financial Report APH How To Export the Chapter/Colony Income Statement, Available Balance Report, and Aging Receivable from APH: Log into APH. Go to Chapter Services tab Go to Reports Select the report you want Income Statement, Available Balance Report or Member Aging Report Select the Fiscal Year and Period (Month) Aging Report- UserID is 0 View Report (report will be generated) At the export drop down arrow, select Excel then click Export. APH How To Putting the reports in one Excel file: Open the 3 APH report files and the TPA cover sheet In the Available Balance Report go to Insert: Worksheet Do this 3 times to fit all of the forms In each one of the worksheets Copy and Paste Special the other 3 reports Right click the Worksheet tabs and Rename Send to Reports@ThetaPhiAlpha.org and your Chapter’s Financial Advisor, Board Chair or Advisor Save the Excel report into a 200_ fiscal year report file for your records. Financial Things to Know Budget to Actual can be created and exported in APH and sent to Reports@ThetaPhiAlpha.org All chapters must be creating the BUDGET and BUDGET TO ACTUAL on APH to receive full cooperation points All Chapters MUST be using APH or they will be fined $100 for each month it is not being used.