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?
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Purpose
Priorities
Roles
Decisions
Conflict

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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
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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
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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
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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
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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

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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…

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


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.