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LEADING ACC CHAPTERS

and COMMITTEES

The Leadership Challenge:Legacy or Languor?

Presentedby

Stephen R. Chitwood, Ph.D., J.D.Professor Emeritus

The George Washington UniversityWashington, D.C.

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Lifetime Leadership:--Motivating Board Members: How do you energize the members of your leadership team, and how do you deal with members who potentially become “de-energizers?--Resolving Conflict: Working with Difficult Board Members. --Where are you leading your members, and why would they want to go with you? --Executing Your Vision for the Chapter of the Committee: How to make your mark and create a better chapter or committee in the year that you serve on the board.--When and how should you adapt your leadership approach?

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Energizing Board Members: A Question of MotivationMotivation is . . . . . . . . . .

5 BEST WAYS TO GET VOLUNTEERSTO DO THEIR BEST WORK

CHAPTERS COMMITTEES1. Have set goals and outcomes. 2. Recognize good work. 3. People are motivated internally—Cater to passions, interests,

desires and strengths. 4. Give volunteers meaningful responsibilities and communicate

them clearly. 5. Keep a fresh board—have terms and term limits.

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MOTIVATION

• Behavior is caused.• Behavior is caused by people attempting to meet

unsatisfied needs.• Unsatisfied needs are motivators.• Behavior is goal directed, directed toward

meeting unsatisfied needs.• Motivation, then, is the internal process

whereby energy is created and directs our behavior toward meeting unsatisfied needs.

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FREDERICK HERZBERG’S JOB MOTIVATORS

Provide volunteers with a job whose duties and responsibilities provide a sense of:

• ACHIEVEMENT• RECOGNITION• INTRINSICALLY SATISFYING WORK• RESPONSIBILITY• GROWTH• ADVANCEMENT

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Build Motivators Into Volunteers’ Jobs By Increasing:

• Skill variety required to do the job.

• Task identity (a piece of work from beginning to end or otherwise specifically identifiable).

• Task significance.

• Autonomy in doing the job.

• Feedback on performance in the job.

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Building Motivators into Jobs

• How You Supervise the Volunteers.

--General Supervision.

--Delegation: A specific task or area of responsibility.

--Management by Objective.

--Participative Management.

--Consultation.

--Consensus.

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SOURCES OF BOARD MEMBERJOB DISSATISFACTON

ANDTECHNIQUES FOR REDUCING THEM

Dissatisfiers Techniques To Reduce1. Problem: Volunteers not following through.

Solution: Confront the person through talking, respect your relationship with them person.

2. Problem: Wasting energy; Asking the same people to do all the work because they deliver.

Solution: Communicate responsibilities more clearly.

3. Problem: People feeling unwelcomed.

Solution: Use pictures/video when communicating online. Have a welcome meeting with ice breakers.

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FREDERICK HERZBERG’S JOB DISSATISFIERS

Attempt to minimize or eliminate these sources of volunteer dissatisfaction:

• CHAPTER AND COMMITTEE POLICIES AND ADMINISTRATION

• TECHNICAL SUPERVISION• RELATIONSHIPS W/ OFFICERS• WORKING CONDITIONS• RELATIONSHIPS W/ PEERS• EFFECTS OF CHAPTER AND COMMITTEE WORK

ON FAMILY LIFE AND ON THEIR DAY JOB

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DE-ENERGIZING MEMBERSAND WHAT TO DO ABOUT THEM

Foster relationships: • Host annual board retreat• Talk to people in an informal way, reach out to

them personally• Get annual feedback from the Board

Lead by example:• Emotions are contagious; Have a positive,

motivated attitude and others will follow your lead.

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Where are you leading your members?

Why would they want to go with you?

The Question of Leadership!

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LEADERSHIPLEADERSHIPThe process whereby:The process whereby: A relationship is established in whichA relationship is established in which One person sets the purpose or direction One person sets the purpose or direction

for one or more other people; andfor one or more other people; and Influences them willingly to move forward Influences them willingly to move forward Cooperatively together with each other; Cooperatively together with each other;

andand With accountability, commitment and With accountability, commitment and

mutual respect.mutual respect.

LEADERSHIP IS THE FUNCTION OF A ROLE,LEADERSHIP IS THE FUNCTION OF A ROLE,BUT NOT ALL ROLES! BUT NOT ALL ROLES!

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Why People Are Persuaded to Follow: Channels of Persuasion

1. Self-Interests.

2. Rationality.

3. Emotion and Inspiration.

4. Relationships.

5. Political Alliances.

6. Authority.

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Do you have a vision or anhallucination?

The Question of Management!

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MANAGEMENTMANAGEMENTManagement is the process whereby tasks, people Management is the process whereby tasks, people

and other resources are interrelated over time to and other resources are interrelated over time to achieve specific end results or objectivesachieve specific end results or objectives

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Three Criteria of a VisionaryChapter/Committee Goal or

Objective

1. A clearly defined end result that is measurable either quantitatively or qualitatively.

2. A specific date by which the end result will be achieved.

3. An accurate assessment and the availability of the maximum resources required to achieve the end result desired.

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Kotter’s Take on Management and Kotter’s Take on Management and Leadership:Leadership:

Distinct and Complementary Systems of Distinct and Complementary Systems of ActionAction

Management Leadership

--Coping with Complexity --Coping with Change

--Planning & Budgeting --Setting Direction

--Organizing & Staffing --Aligning People

--Controlling & Problem- --Motivating &Inspiring

Solving

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CHOOSING A LEADERSHIP DECISION PATTERN

AUTHORITARIAN

PARTICIPATIVE

FREEDOM FOR THE PRESIDENT/CHAIR

FREEDOM FOR THE VOLUNTEERS

TELL SELL CONSULT DELEGATE CONSENSUS

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ALTERNATIVE LEADERSHIP PATTERNS Characteristics

Of the Officer

Characteristics

of the Volunteers

Task and/or Situation

TELL --Expert --Trusted

--Experienced

--Charismatic

--New --Inexperienced

--Team Player

--Trust Officer

--Crisis --Little Time

--Achievable

--No Flexibility

SELL --Knows Volunteers

--Knows What Is Sold

--Knowledgeable

--Experienced

--Need Acceptance & Support

--Specific Task

CONSULT --Open To Change

--Good Listening Skills

--Group Mgt. Skills

--Experienced

--Will Implement

--Affected By Decision

--Complex Task

--Time To Consult

--Need

Volunteers’ Support

DELEGATE --Knows Volunteers & Task Being Delegated

--Trusts Volunteers

--Experienced

--Reliable

--Good Judgment

--Used To Train/Develop Volunteers

--Officer Lacks Time

CONSENSUS

--Same As Consult +

--Will Devote Time

--Want Creative Solution

--Same As Consult +

--Flexible To Approach

--Will Commit Needed Time

--Same As Consult +

--Need Total Volunteer Support

--Needs Lots Of Time