leading an effective organization.2
TRANSCRIPT
LEADING AN EFFECTIVE ORGANIZATIONThe Difference Between a To Do List
and Creating Change
Association of Fraternal Leadership and ValuesSaturday, February 12, 2011Monica Bebie, Carnegie Mellon UniversityDanielle Fisher, Carnegie Mellon University
OBJECTIVES
• Learn techniques that will enable you to effectively partner with stakeholders to lead your chapter or council
• Develop skills to create an environment for change
• Identify practical application of leadership practices for your community
OVERVIEW
• Common leadership strategies and why they might not work
• Identify the stakeholders who will impact your success
• Examine how stakeholders affect your ability to lead
• Discuss strategies for success and application to your university’s community
• Review strategies for success
CARNEGIE MELLON UNIVERSITY
Fraternity & Sorority Life
IDEALLY
• Members who are highly motivated• Members who are knowledgeable and have a
focused expertise• Members who are engaged• Members who seek to understand and
embrace change• Members who self manage
What strategies are you currently using to leading your council or
chapter?
….Why might these strategies not be working?
APPROACH
• Realism– Frank discussions
• Reaching Out– Sharing knowledge
• Relationships– Building a foundation
Members
University Officials & National Advisors
Self
Officers
External Organizations
STAKEHOLDERS OF SUCCESS
UNIVERSITY OFFICIALS& NATIONAL ORGANIZATIONS
“Success on any major scale requires you to accept responsibility. . .In the final analysis, the one quality that all successful people have is
the ability to take on responsibility."— Michael Korda
STRATEGIES FOR SUCCESS
• Transparency– Open and honest communication
• Respecting the role– Interdependency
• Accept accountability– Don’t deflect
• Understand the framework– Navigating the red tape
EXTERNAL ORGANIZATIONS
"If you want to be incrementally better: Be competitive.If you want to be exponentially better: Be cooperative.”
— Unknown
EXTERNAL STAKEHOLDERS
• Alumni• Other Greek Councils
– IFC, NPHC, MGC, NPHC, etc… • Municipalities
– Local neighborhood and city• Residence life and housing• Student Activities• Student Government• University Police• University General Counsel/Risk Manager• Faculty• Non-Affiliated students
STRATEGIES FOR SUCCESS
• Building Greek relationships• Collaborative initiatives– Joining with councils– Identifying common goals– Looking outside
• Myth busting– Bidirectional education
OFFICERS
"The conventional definition of management is getting work done through people, but real management is developing people through work."
— Agha Hasan Abedi (founder of BCCI)
STRATEGIES FOR SUCCESSThe Basics
• Know with whom you’re working• Understand the dynamic– Take advantage of strengths, weaknesses,
preferences• Adjust assignments and interactions
accordingly
STRATEGIES FOR SUCCESSKnow Your Board
• Example: Pace Palette / What’s Your Color?– Categorizes personalities– Round tables and retreats
Harmony Adventure
Curiosity Responsibility
Relationships
Caring
Listener
Perceptive
Intuitive Sympathetic
Independence
Action
CompetitiveAdventure
Impulsive
Puzzles Non-conforming
LogicalCalm
Competence
Stability
StructureRulesContributions
Community
STRATEGIES FOR SUCCESSRoom for Growth
• Create growth opportunities– Make space– Encourage contribution– Personal and professional development• Ensure value add• Capitalize
• Prepare for a learning curve• Provide feedback
STRATEGIES FOR SUCCESSDon’t Hear, Listen
• Let your officers voice their opinions– Safe space – Feeling of validation– Provides counter arguments
• But… present a united front
COMMUNITY/CHAPTER MEMBERS
“You can have brilliant ideas, but if you can't get them across,your ideas won't get you anywhere.”
— Lee Lacocc (Former President and CEO of Chrysler)
• Know the people you’re serving• Identify how to effectively communicate• Share your vision• Be aware of how people perceive you
STRATEGIES FOR SUCCESSThe Basics
STRATEGIES FOR SUCCESSCommunicating Policies & Procedures• Why is this procedure in place? • Do these policies apply to me? • Do I believe in the goal they’re trying to
accomplish?
STRATEGIES FOR SUCCESSCommunicating Decisions• Don’t assume people know• People make their own logical leaps• Listeners filter your words through their
experiences
"The void created by the failure to communicate is soon filled with poison, drivel and misrepresentation."
— C. Northcote Parkinson
• Differences in motivation and values• Lore of the past makes change in the present
difficult• Involvement makes people “Buy In”
STRATEGIES FOR SUCCESSSharing Vision
• Ethos, Logos, Pathos– Ethos: moral character– Logos: logic and reason– Pathos: emotional appeal
• Be aware of your presence• Be real
STRATEGIES FOR SUCCESSLeadership Style
"To be persuasive we must be believable;to be believable we must be credible;
to be credible we must be truthful."— Edward R. Murrow
SELF
People, more than things, have to be restored, renewed, revived, reclaimed, and redeemed. Remember, if you ever need a helping hand,
you will find one at the end of each of your arms. As you grow older, you will discover that you have two hands,
one for helping yourself and the other for helping others." — Audrey Hepburn
Oxygen mask story
• Evaluate your strengths and weaknesses– Stay confident!
• Know your limits, know they change– Self awareness– Graceful “No”s
STRATEGIES FOR SUCCESSKnow Yourself
• Identify your outlets– How do you de-stress? – Is it a safe outlet?
• Prioritize, really.– Don’t compromise your “me” time– Start your day when you go to bed
STRATEGIES FOR SUCCESSStress Management
• What does it mean to take care of yourself as a leader?
• Are you reflecting?• Are you seeking feedback?• What are you doing with feedback?
STRATEGIES FOR SUCCESSContinual Personal Growth
APPLICATION
“Knowing is not enough; we must apply.Willing is not enough; we must do.”
--Johann Wolfgang von Goeth
APPLICATION
• Identify an issue• Who are the big players? • What strategies can I apply to engage my
stakeholders to create a solution?– University Advisors
& National Organizations– External Organizations– Members– Officers– Self
