Alpha Kappa Alpha Sorority, Theta Theta Omega Chapter retreat and workshop agenda and documents

Budget Committee Meeting September 29, 1999
The Budget Committee met at the home of Marian Burns on September 29, 1999 to discuss the Budget for the Year 2000. Members present were Barbara LeBron, Marian Bums and Carolyn Parks. The Basileus paid us a visit before the meeting was over and added her input. Sorors Lavonne Lewis and Ouida Brown were not present, however, their input was sent to the Chairman via the telephone.
The Budget Committee proposes that the Chapter vote in favor of our raising the dues beginning with our dues that are due and payable December 31, 1999 for the year 2000. The amount that was decided on was 1HS&U10 which would raise our dues from to This little
amount will enable us to provide adequately for the new year without always trying to move money to meet the needs of the different committees that we work on during the year. 1 his increase will also allow us to set aside a little money to help meet the needs of our undergraduate chapter, Kappa Xi. Although this amount does not come near the amount requested, there are funds set aside in the Fund-raising account that assist the community projects where money will also be available for Kappa Xi and their programs that benefit the community.
The committee worked hard to accommodate the few Budget requests that we did receive.
The Budget Committee respectfully submits to you the Budget for the Year 2000.
By
Soror Carolyn Parks, Tamiouchos
ALPHA KAPPA ALPHA SORORITY, INCORPORATED
THETA THETA OMEGA CHAPTER Las Vegas, Nevada
CHAPTER RETREAT AND WORKSHOP
SPONSORED BY: THE MEMBERSHIP COMMITTEE Soror Clair Hart and Soror Carolyn Parks - Co Chairs
Soror Jacqueline R. Hall, Basileus
Soror Willa White, Facilitator
August 27-29, 1999 Flamingo Hilton Hotel Laughlin, Nevada
AKA RETREAT AND WORKSHOP AGENDA
Devotion
Pledge
Getting To Know You
Knowing yourself
Building Effective Relationships
Effective Communication
Your Chapter Attitude
Your chapter concerns
Planning For Chapter Development and Effectiveness
Goals, Strategies, Team building, Conflict resolution, Leadership development.
Committees and You
Mini Break
Props and Presentations
Lunch
Energize and Synchronize
Preparing Alpha Kappa Alpha Leaders
Leadership traits
Training examples
Millennium Mission
Break
Committee Presentations
Wrap Up and Evaluation
Announcements
Hymn
RETREAT DEVOTION - SONGS AND PRAYER
SONGS:
TUNE: Row Row Row Your Boat.
UPBEAT
We are AKA’s - starting our retreat.
Merrily, merrily, merrily , merrily
Keep us all UPBEAT!
(repeat three times).
KUM BA YAH, MY LORD
Kum ba yah, my Lord, Kum ba yah Kum ba yah, my Lord, Kum ba yah, Kum ba yah, my Lord, Kum ba yah. Oh Lord----, Kum ba yah.
Come by here, my Lord, come by here.
Come by here, my Lord, come by here.
Come by here, my Lord, come by here.
Oh Lord-----, Come by here.
PRAYER
O GOD, MAKE US THE INSTRUMENTS OF YOUR PEACE
O God make us the instruments of your peace.
Help us as we come together to be of one heart, one mind, one spirit.
Enable us to do careful listening that gives understanding. Let us set aside our own needs long enough to respond to the needs of others. Help us to work and plan for the good of the group.
Oh God, make us the instruments of your peace.
Lead us to understand that we are All your children. Help us to celebrate the uniqueness of each person and to see the differences among us as a source of strength and vitality.
Help us to follow one another’s lives so that we can support when there is need and celebrate when there is success.
O God, make us the instruments of your peace.
When there are bleak moments in our relationships, teach us to recognize the pathways that you light for us. Help us to reach out to one another, to be there for each other, to speak a loving word. Give us courage that we might by careful labor and loving encounter, move beyond our disagreement to find true reconciliations and enjoyment of each other. Lord help us to grow as peacemakers and leaders. Let us commit to further God’s word and God’s peace . Let us never forget THE or our pledge.
O God, make us the instruments of your peace. Amen.
* Adapted from: “Commitment to Peacemaking” of the Presbyterian church (U.S.A.)
SORORS
TO
BUILD EFFECTIVE RELATIONSHIPS
WE NEED:
(Check those you feel you have)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
A union with God /
Prayer v
Faith ( The substance of things hoped for, the evidence of things not seen. Self Esteem:
Characteristics
Right with God, Self, and Others
Confidence \Z
Self respect
Acceptance of Self and Others W
Goal Oriented /
Positive Thinker
A “Can Do” Attitude
A Sense of Belonging or Bond
A Sense of Sisterhood
Knowledge
A Commitment to Serve
A Commitment to Excellencev/ /
The Ability to Plan, Set Goals, Strategies Communication Skills
Participation
Motivation
Cooperation v
Dreams
Perseverance \
The Ability To See Ourselves As Others See Us.
The Ability to Forgive
THERE IS ALWAYS ROOM FOR GROWTH AND CHANGE “Great things grow from small beginnings.” “Small deeds done are better than great deeds planned.” Schuler, Robert A., Power to Grow Beyond Yourself.
THETA THETA OMEGA CHAPTER - MEMBER’S ATTITUDE PROFILE
1. Do you attend meetings regularly?
Yes- No-
3
2. Are yaqpn time for meetings?
Always- No- Sometimes-
3.
Have you ever invited an inactive soror to a meeting?
Yes- No-
4.
Do you serve, in more than name only, on a committee?
Yes- No-
5.
Have you ever been an officer?
Yes- No-
6.
Haye you ever chaired a committee?
Yes-'- No-
7.
Have you ever been a mentor to a soror?
Yes- No-
8.
Have you attended at least one AKA conference?(Cluster, Regional, Boule, Leadership)
Yes- No-
9.
Do you feel as if you are an integral part of the chapter?
Yes- No- Sometimes-
10. Do you ever participated in the “us against them”, “them against us”, mentality?
Yes- No-
%
11 .Do you accept that the majority rules?
Yes- No-
12.
Are you upset for hours when a vote does not go your way?
Yes- No-
13.
Do you speak up and voice your opinion at meetings?
Yes- No- Sometimes-
14.
Do you confront the issues rather than the soror?
Yes- No-
15.
Are you able to see other sides to a question?
Sometimes-
16.Do you feel others have a hidden agenda?
Always- No-< Sometimes-
17. Do you look to your friend for clues as to how to vote?
Always- N(p. Sometimes-
18.Do you want to be right above all else?
Always- No- Sometimes-
19.Do you speak with “forked” tongue?
Yes- No-~^
20. Have you ever tried to resolve a conflict?
21. Do you have negative feelings about one or more sorors?
Always- No- Sometimes-
22. Have you ever apologized or sought reconciliation with a soror?
23 Do you attend the “meetingafter the meeting”?( Phone conference included ©)
Yes- No- Sometimes-
24. Do you support your officers and chairpersons and offer your help?
Yes- NO-
25. Do you ever say “job well done”?
Yes- No-
26.Would you like to see changes in our chapter’s program?
( Yes- No-
27. Do you have some ideas that you are willing to share with the chapter?
Yes- No-
28. Do you try to foster leadership skills in new sorors?
XVes- NO-
29. Do you feel that you communicate ideas and concerns effectively?
Yes- No- Sometimes- to
30. Do you help create a positive, productive, and sisterly chapter atmosphere?
Yes- No-
TOTAL SCORE:
© Please share one yes or no answer. Thanks.
GOAL SETTING
Our goals chart our direction and are an affirmation of what We Plan To Achieve
1.
Write down the goals for our chapter.
2.
Make sure the goals for the chapter are something you really want, not just something that sounds good.
3.
Your goals cannot contradict any of your other goals or National’s goals. You can’t giveS 20,000 in scholarships if your goal is to raise only
$8,000 and you have no carryover funds.
4.
Wil> you have the overall cooperation of the chapter members?
5.
Write your goals in the positive - never the negative (what you want not what you don’t want)
6.
Write your goals in complete detail.
Write : We will have a Sorority house big enough to accommodate some of our fund- raisers.
7.
Make sure your goals are lofty enough.
Shoot for the stars. This is a new day and a new Millennium!
* Adapted from: Top Achievement - The 7 Steps To Creating Powerful Written Goals.
STRATEGIES FOR
THE TWENTY FIRST CENTURY
OUR STRATEGIES ARE OUR(PLAN OF ACTION. THEY ARE ESSENTIAL TO OUR ACHIEVING OUR GOALS AND CHAPTER EFFECTIVENESS.
OUR STRATEGIES SHOULD BE:
1.
WRITTEN AND CLEARLY STATED
2.
CONCISE
3.
FOCUSED
4.
BASED ON KNOWLEDGE
5.
HAVE GROUP CONSENSUS
6.
TIME ORIENTED
7.
LOCATION CENTERED
8.
SKILLFULLY EXECUTED
9.
REVIEWED AND ASSESSED
10.
REVISED WHEN INDICATED
CHAPTER GOALS AND STRATEGIES
LIST FOUR (4) GOALS FOR OUR CHAPTER
2.
LIST FOUR (4) STRATEGIES BY WHICH WE WILL ACHIEVE THESE GOALS.
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Committee number:-—
Please choose four(4) goals from the total committee and print them on our display paper.
TEAM BUILDING AND TEAM WORKING
Team building means getting the best possible performance out of each member of the chapter.
*
Ensure that each member is really interested in achieving chapter goals.
*
Impose minimum restriction on the style of functioning of the individual soror.
*
Emphasize the importance of achieving a goal as it fits into the total chapter objective.
*
Ensure a feeling of belonging among chapter members.
*Establish a democratic set up within the chapter.
*Enhance and build effective communication among members through communication skills.
' Resolve conflicts as soon as they arise. Take measures to prevent conflict from arising in the first place.
*Encourage innovations and originality.
*
Arrange for individual as well as group feedback on performance.
*Show respect and appreciation for individuals and group in achieving goals.
^Serious chapter business can be fun too!
* Adapted from : 1998 3rd millennium Metamorphosis.
COMMITTEES AND YOU
ROLE OF THE CHAIR
As the chair of a committee, you:
Are responsible for developing the agenda for each meeting in accordance with the committee’s’s term of reference:
Preside impartially over meetings and the committee:
Preserving order and ensuring that proceedings are carried out in a proper manner: Conduct the meeting so that the business before it is dealt with efficiently and effectively by:
Staying within the committee’s terms of reference:
Ensuring that a quorum is present throughout the meeting:
Calling upon members who wish to speak in order and insisting upon proper conduct of debate:
Summing up, at appropriate stages, where the committee has reached a decision: Ensuring that, as far as possible, all members present have an understanding of proposed course of action:
Putting motions and amendments to a vote and determining the results: Declaring the meeting closed when business is concluded:
Undertake subsequent action on behalf of the committee as appropriate.
Vjs ' Vv ‘ 'a/-'-'
ROLE OF THE COMMITTEE MEMBERS
As a member of a committee, you:
Read all appropriate papers of information before the meeting:
Attend meeting and participates in an orderly manner in the proceedings of the committee: Inform the secretary or chairman if unable to attend days before the meeting if possible.: May speak on issues being considered, give opinions , advice and move or second motions: Vote on matters as necessary:
Undertake any work necessary to assist the committee:
Should be aware of the reasons you are a member of the committee: gxpertise, volunteer:
Maintain confidentiality: /
Report back to constituency as appropriate:
Should be aware when you are required to consider the interest of the chapter as a whole.
*Adapted from: The Committee Handbook UTS.
F
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LEADERSHIP CHARACTERISTICS
1.
ENERGETIC WITH STAMINA.
2.
INSIGHTFUL
3.
ADAPTABLE
4.
VISI0NARY
5.
T0LERANT OF AMBIGUITY AND COMPLEXITY
6.
ACHIEVEMENT-ORIENTED
7.
ACCOUNTABLE
8.
ASSERTIVE, INITIATING
9.
CONFIDENT
10.
WILLING TO ACCEPT RESPONSIBILITY
11.
PERSISTENT
12.
ENTHUSIASTIC AND OPTIMISTIC
13.
TOLERANT OF FRUSTRATION
14.
DEPENDABLE, RELIABLE
15.
COURAGEOUS RISK TAKER
16.
EMOTIONALLY BALANCED.
17.
COMMITTED TO THE COMMON GOOD
18.
PERSONAL INTEGRITY
19.
INTELLIGENT
20.
ETHICAL
21.
COMMUNICATION SKILLS
22.
SENSITIVITY
23.
MOTIVATES OTHERS
24.
NETWORKING
25.
PLANNING
(leadership characteristics)
26.
DELEGATING
27.
ORGANIZING
28.
TEAM BUILDING
29.
COACHING
30.
CONFLICT MANAGEMENT
31.
TIME MANAGEMENT
32.
STRESS MANAGEMENT
33.
APPROPRIATE USE OF LEADERSHIP STYLES
34.
IDEOLOGICAL BELIEFS ARE APPROPRIATE TO THE GROUP.
35.
DECISION -MAKING
36.
PROBLEM SOLVING
37.
INFORMATION GATHERING AND MANAGING
*THE College of Education and Human Development, University of Minnesota, LEADERSHIP ACADEMY.
RETREAT MESSAGE
A Retreat has been defined as: "a period of meditation; relaxing, renewing, or refreshing oneself Sorors of Alpha Kappa Alpha Sorority, Incorporated, as we take time to meditate, relax, renew and refresh ourselves, we must never forget that we are the first and the finest ! This weekend will be an exciting, wonderful, weekend of work, fun, AKA learning, and strengthening our bonds of sisterhood. I hope that we will all leave recharged and ready to " Blaze New Trails for AKA” !
Sisterly, Soror Willa
AKA RETREAT & WORKSHOP AGENDA 9:00 A..M.
SATURDAY MORNING SESSION
Devotion (9:00-9:10)
AKA Pledge (9:10-9:15)
Getting To Know You (9:15 - 9:30)
Knowing Yourself (9:30 - 10:00)
Building Effective Relationships Effective Communication Your Chapter Attitude Your Chapter concerns
Planning For Chapter (10:00-11:00) Development & Effectiveness: Goals, Strategies, Team Building, Conflict Resolution, Leadership Development
Committees and You (11:00 - 11:20) Break (11:20-11:30)
Props and Presentations (11:30 - 12:00)
Lunch (1 hour) | 3'3 0 ' f Opm
AKA RETREAT & WORKSHOP 1:30 P.M. AFTERNOON SESSION
Energize and Synchronize (1:35 -1:40)
Preparing Alpha Kappa Alpha Leaders (1:40-2:30)
Leadership Traits Training Examples
Millennium Mission (2:30 -3:15)
Mini Break (3:15-3:20)
Committee Presentations (3:20-4:00)
Wrap Up and Evaluation (4:00 - 4:20)
Announcements (4:20 - 4:25)
AKA Hymn (4:25 - 4:30)
THETA THETA OMEGA CHAPTER OFFICERS
CHARTER MEMBERS
THETA THETA OMEGA CHAPTER
i■
Basileus
Anti-Baslieus
Grammateus
Tamiouchous
Pecunious Grammateus
Epistoleus
Parliamentarian
Ivy Leaf Reporter
Hodegos
Philacter
Lois Bolden Marilyn E. Brooks Anna Carter Margaret Crawford Betty Foshee Lorrayne Hall Jacqueline T. Hoggard Barbara Kirkland Jeanne N. Penn Harriet H. Robinson Dorothy Von Puhi Florence A. Whit
Jacqueline Hall Ina Dorman Jacqueline Brown Carolyn Parks Marian D. Burns Rhoda Anderson E.Lavonne Lewis Annette Craighead Billie K. Rayford Lisa Russell
Sharon Savage
Graduate Advisor
1999 MEMBERSHIP COMMITTEE
Clair Hart, Chairman Carolyn Parks, Co-Chair Kaweeda Adams Gwen Gates-Bartlett Ouida Brown Marian D. Burns Dorothy Earle Wilhelminia Lee E. Lavonhe Lewis
Billie Knight Rayford Willa Bywaters White
ALPHA KAPPA ALPHA SORORITY, INCORPORATED
THETA THETA OMEGA CHAPTER LAS VEGAS, NEVADA
CHAPTER RETREAT AND WORKSHOP
SPONSORED BY THE MEMBERSHIP COMMITTEE
Soror Carolyn Hart Soror Clair Hart
- Co-Chairs
Soror Jacqueline Hall, Basileus Soror Willa White, Facilitator
August 27-29,1999 Flamingo Hilton Hotel Laughlin, Nevada
By Robert Furman
To Make More
TIME
for
vEAOe
Lessons from the corporate world might make us more efficient managers—so we can become more effective leaders.
Every principal has lamented at some point, I d love to be more of an instructional leader, but I don’t have the time.” Time limitations, however, are not unique to principals. In preparation for a time management conference I delivered some years ago, I spent several days speaking with more than 20 corporate managers about their secrets for managing time efficiently. I then tested their ideas in my school building and made adjustments when necessary. After three days of testing, I had to rearrange my calendar for the next month in anticipation of all the time I would have for new or neglected work.
This article represents an attempt to share with school principals practical strategies and ideas for managing time efficiently so they may meet folly the mandate of being the instructional leader in the building. »
SEPTEMBER 1999 4 1
F —FILE IT
T R A F IT ------------------------------------------------
All principals need to have a system for handling the volume of paperwork that comes across their desk each day. TRAF IT (Winston 1990) may be the answer. TRAF IT is a method that provides an effective system of categorizing and then reacting to your daily mail.
to institute an
T—THROW IT OUT
When you receive the daily mail, quickly look through it and discard that which you judge to be “junk mail.” The practice of throwing out is good, but it might be wise intermediary step. Try using the bottom
drawer of your desk as a daily wastebasket for those items
you are not quite sure about throwing out. Have your custodian empty it each morning about 10:00. This will give you more than 24 hours to retrieve items that you have thrown away and have had second thoughts about during the night. Knowing you have a chance to reverse your decision to discard a document will give you more courage to throw it out.
Before filing correspondence, make a judgment as to when it will no longer be of use. A recent survey concluded that 74 percent of all the paperwork we file will
not be seen again until we clean out our files. A handwritten date in the corner of the page will tell your secretary when the paper can be removed. Over the summer it will be an easy task for your secretary to update the files.
TICKLER Fll/E88^
Commonly used in the biljness community, the tickler file provides a reminder of upcoming appointments and a file folder for storing any related paperwork. Take 31 manila folders, number them 1-3)^ and put them in a file box or drawer in numerical ord^f a
Let’s suppose you receive.a letter informing you of a meeting you must attend on the sixteenth of the month. Although you receive the letter on the first of the month, you place it in your tickler file folder numbered 16, since that’s the day of the scheduled meeting. Along with the letter, you add all the paperwork you will need for the meeting. In the intervening days before the meeting, you may supply other necessary materials to file 16, so that on that day you will have virtually everything you need and you’ll not be rushing around gathering information at the last minute.
F^<ER FILE
Durlpg the course of the school year, we all send or pass out numerous school flyers to parents, teachers, staff members, ana suidents. As you already know, some of the same problems ^nd questions need to be addressed each year. To deal witffiihese recurring concerns in the most efficient man- ncr. it is 1-.; Intm to keep the correspondence from the previous year and to maintain it in the chronological order in which it was disseminated.
R —REFER IT
If you feel something would be of interest to a certain staff member or requires the action of someone else, write a short note, clip it to the correspondence, and put it in
his or her mailbox. Place checkpoints on your calendar. These checkpoints will remind you to check on the person’s progress with the task. Remember, you are ultimately responsible for its completion.
CALLS RECEIVED
WHEN YOU ARE OUT
It is stressful to return to work after a find a stack of “Return Call” slips on leading to wasted hours of telephone tag. You j ous calls, using your valuable time, only to find is in and the cycle goes on. The efficient princip to waste time on the phone. If you are out of the office when
o away to mmonly
e numeral
no one can’t afford
A —ACT ON IT
Work your way through the entire pile of mail categorizing each piece. After the categorizing is complete, return to your “A” pile, place each piece of mail in one of
someone calls, have your secretary say, “I’m sorry but he(she) is not in. He(She) is scheduled to return tomorrow at 8:00
a.m. Would you please call back at that time?” This puts the
responsibility on the originator to get in touch with you.
O SHARE OR
three color files: red for those items needing immediate attention, yellow for those needing attention as soon as possible, and blue for items that can wait for when time is available.
NOT TO SHARE
Time management experts in the business community have found that one of the greatest causes of lost time, even at the toaaevels of the corporate structure, is executives trying to
42 THE HIGH SCHOOL MAGAZINE
find tape, scissors, a stapler, glue, paper, etc. An executives time is too limited to waste looking for some item that was loaned out. Find a place in your office to store a complete complement of the supplies you may need. You should instruct your secretary to keep your personal supply area well stocked and “off limits toothers.
USE A TIMED AGENDA
This strategy will enable you to accomplish more in a sb.oner time period by telling your staff you are cognizant of tit a i
ve no intention of wasting it. It will also give you ' ' iproductively rambling.
ate an agenda with the topics to be covered. At
odd
con-
le tie and hai vehicle to slop the person who is un]
First, the oiitsefof the scheduled meeting have each presenter indicate the time he or she will require. Encourage your presenter to indicate their time needs exactly and to use odd minutes, such as 18 minutes or 23 minutes. Using c— minutes helps to convey the message that you are time scious. As the anticipated time allotments are given, each person attending the meetings should note these times on his or her copy of the agenda. Appoint a timekeeper and have them announce when the time is up. Realistically, it is impossible to follow a timed agenda precisely. But such meetings are time-efficient and generally operate within ap- nrnvimarelv 95 nercent of the overall
time frame.
proximately percent important and ending
OTHER
C O N S I DE R AT I O N S REGARDING your AGENDAS /
Set priorities by. starting with topics you deem to be the most with the least important. If time becomes a factor and your meeting must be concluded early, you will have covered the most significant topics.
.. .if you schedule a meeting for 3:27 p.m., people attending the meeting will be more apt to be on time because they get the impression that time is of extreme importance to you. •
ODD
■ hour. For example, if you schedule a meeting for people attending the meeting will be more apt to they get the impression that time is of ex- :e to you. Have your secretary schedule con-
Distribute agendas one to three days prior to the meeting date. This will allow your staff time to prepare and will help streamline your meetings. Label each agenda topic stating its purpose. Use either “Information,” “Discussion, or “Decision.” This strategy will save meeting time by eliminating needless questions. Be careful not to overuse your meeting time for informational items.
od/tKe scheduling
Schedule meetings at odd minutes rather than on the hour orl 3:27 be on time because treme^nport: ferenceT'fop^
When a conference is scheduled to start at 11:00 a.m., the person scheduled to attend feels that he or she has at least a half hour of your time. On the other hand, a conference scheduled to start at 10:44 a.m. communicates that being on time is important and that your time is scarce.
RECORD PHONE NUMBE R S
ON CALENDAR g g
Another technique to use for scheduling meetings, parents conferences, etc., is
our calendar the phone the person with kill be meeting.
tmes when you need
note oi number or whom yo^ There ~ to call and reschedule the meeting or get clarification of the meeting topic, etc. It is a real time-saver when these phone numbers are on hand.
to
corp.
. expl<
/orklc
•’’that
TNT stands Tor T/initro- 7 toluene, a combination icals that, one? becomes a power! we combine a shortage of time, an exhaustive a tendency to procrastinate, we have a mflfra potential of becoming a very explosive situation. Find the necessary time to perform your job responsibilities at the earliest possible convenience. In managing your time, think of TNT as meaning, “Today, Not Tomorrow.” Administrators know that if four problems are at hand, the next 10 minutes could bring another four problems, creating a snowball effect. Everything gets covered up, but nothing gets resolved. Don’t allow procrastination to get you down.
' chem- I lined, s isive. If J iff and/ has the
delegate ^4
You must learn to delegle to fulfill your many responsibilities. You simplyi’can’t do it all. If you try to do it all, your effectiveness as theeducationpl leader of the school will certainly diminish. Teacher empowerment has been discussed »
SEPTEMBER 1999 43
n'-.
at length in our professional literature. Many principals find it very difficult to share the decision process with their teachers. Others have found delegating to be a powerful leadership tool. There is an invigorating outcome to teacher empowerment and delegating. As Kenneth Leith- wood (1992) writes, “The collective action that transforming leadership generates, empowers those who participate in the process. There is hope, there is optimism, there is energy.”
swer the questions listed, discuss the problems, and brainstorm solutions. As a team decide upon the best solution and implement it. Your secretary should attend the meeting to take notes. After the meeting, the secretary can distribute the minutes to everyone. If and when a problem is rectified, the person who listed the problem should remove it from the board. This board provides a valuable forum for communications and facilitates participatory leadership. It also reduces the time you will spend (transaction costs) being continually bombarded with questions.
ECOGNIZE
to be able to accomplish
DEPUT
For our designated delegai their tasks, we need to deputize them. Assigning tasks and then not giving yourRelegate authority in the endeavor will surelwcuttle the mission. Allowing others to have authority ifiarej^ffially are the responsibilities
of the ’pf^TfiaParTsSSietimes difficult to give up, but unless we do so, we will have to forget the notion of delegation. An important consideration is making sure you delegate tasks that the teacher sees as significant. If your teachers feel that all the tasks you give them are meaningless, they will not be enthusiastic. Don’t delegate all the things that you enjoy doing; we have to get our strokes and perks where we can. However, select the best-suited person for a particular task.
Effective delegation will require supervision on your part. You must have control over the delegated task, but be careful not to impose too much control. Over-control could result in your delegate losing confidence. You must establish both short-term and longterm checkpoints to monitor progress and provide immediate feedback along the way.
There are tasks you may wish to delegate that require special skills or training. In most cases you will have to spend time training the delegate—a time expense save time in the long run.
KISS YOUR UGLY DUCKS I N
THE MORNING
There are “ugly ducks” that confront us every day. These are the profit, cause interpersonal conflict an stress. Deal with them early, and j is bound to get better.
For example, if you need to m one of your teachers regarding an ur situation or incident that took place wii
iblems that
d great
®ur day
dent or
These are the ------
problems that cause interpersonal conflict and great stress. Deal with them early, and your day is bound to get better.
:t with leasant
a stu- a parent, one in which you may feel the teacher is wrong, don’t procrastinate. It is natural for us to put off doing these unpleasant tasks. We often put them off until late in the day and then carry them over to the next morning. As the day progresses, the stress keeps building and we become gradually less and less effective in our overall job performance. Kissing your ugly ducks early will save you unnecessary stress resulting in a more efficient use of your time.
that will
A FINAL THOUGHT
-------------- Yes, the responsibilities of a high school principal are overwhelming, but that’s the job you have accepted. Because of the demands of the job, you need to take care of yourself both mentally and physically, be happy, and enjoy your life. How you manage your time, both on and off the job, will be a decisive factor in your quest for excellence and happiness.
D
mon to tn . It refers..1 n pro
roblems. This term is time is mo
can us< Tor lower- m your faculty
business the time s to anSUGGESTION
BOAf
The term “transaction costs” i'Fot community and the study of econo mi required of business managers to exg ployees, answer questions, and solve underpinned with the philosophy tha
The suggestion board is a strategj ing “transaction costs.” Install a cnalkfiban room or an area where people always gather. Use this board to display your faculty agenda items. Ask your teachers to add announcements they feel are important. They can include problems or questions. They do not need to indicate their names for their entries. At your faculty meeting, an-
REFERENCES
Winston, S. 1990. The Organized Executive. New York, N.Y.: Warner Books.
Leithwood, K. A. 1992. The move toward transformational leadership. Albany, N.Y: SUNY.
Robert Furman (Furman@duq.edu) was a principal for 23 years in the Upper St. Clair School District in suburban Pittsburgh, Pa. He has done extensive work in the area of clinical supervision and instructional leadership, and is currently director of educational services at Duquesne University, Pittsburgh, Pa., where he teaches classes in educational administration. |;
44 THE HIGH SCHOOL MAGAZINE
ALPHA KAPPA ALPHA SORORITY, INCORPORATED
THETA THETA OMEGA CHAPTER
Las Vegas, Nevada
CHAPTER RETREAT AND WORKSHOP
SPONSORED BY: THE MEMBERSHIP COMMITTEE Soror Clair Hart and Soror Carolyn Parks - Co Chairs
Soror Jacqueline R. Hall, Basileus Soror Willa White, Facilitator
August 27-29,1999 Flamingo Hilton Hotel Laughlin, Nevada
AKA RETREAT AND WORKSHOP AGENDA
Devotion
Pledge
Getting To Know You
Knowing yourself
Building Effective Relationships
Effective Communication
Your Chapter Attitude
Your chapter concerns
Planning For Chapter Development and Effectiveness
Goals, Strategies, Team building, Conflict resolution, Leadership development
Committees and You
Mini Break
Props and Presentations
Lunch
Energize and Synchronize
Preparing Alpha Kappa Alpha Leaders
Leadership traits
Training examples
Millennium Mission
Break
Committee Presentations
Wrap Up and Evaluation
Announcements
Hymn
SORORS
TO
BUILD EFFECTIVE RELATIONSHIPS
WE NEED:
(Check those you feel you have)
1.
A union with God
2.
Prayer
3.
Faith ( The substance of things hoped for, the evidence of things not seen.)
4.
Self Esteem:
Characteristics
Right with God, Self, and Others
Confidence
Self respect
Acceptance of Self and Others
Goal Oriented
Positive Thinker
A “Can Do” Attitude
A Sense of Belonging or Bond
A Sense of Sisterhood
5.
Knowledge
6.
A Commitment to Serve
7.
A Commitment to Excellence
8.
The Ability to Plan, Set Goals, Strategies
9.
Communication Skills
10.
Participation
11.
Motivation
12.
Cooperation
13.
Dreams
14.
Perseverance
15.
The Ability To See Ourselves As Others See Us.
16.
The Ability to Forgive
THERE IS ALWAYS ROOM FOR GROWTH AND CHANGE “Great things grow from small beginnings.” “Small deeds done are better than great deeds planned.” Schuler, Robert A., Power to Grow Beyond Yourself.
Problem Solving and Effective Communication
1.
Know to whom you speak! (Your style and their style)
2.
Be brief. Be honest. Be kind. Be sincere.
3.
Be clear on the purpose of your communication.
4.
Define any problem or concerns.
5.
Organize your facts.
6.
Map out possible alternatives.
7.
Recognize specific interest.
8.
Pay attention.
9.
Present recommendations.
10.
Be aware of human needs. (Examples; physical, safety, acceptance, and recognition)
Techniques For Listening
1.
Show genuine interest
2.
Let the person talk.
3.
Listen for meaning.
4.
Ask questions.
5.
Avoid implications of challenge or hostility.
6.
Avoid judgments.
7.
Let the person's own words guide the conversation.
8.
Don't be a "know it all".
9.
Do encourage with gestures as well as with words.
10.
Broaden your viewpoint — not necessarily your point of view.
1
Non Verbal Communication
Body Language:
Eye movement
Head movement
Fingers
Hands
Leg movement
Position adjustment
Mouth, tongue, clearing of the throat
Restlessness
Overall facial expressions
Pauses
Lack of response
Open hostility
Silent agreement
References
Bledsoe, John S., Communication Styles.
Bloomenthal, Howard, Promoting Your Cause, Funk & Wagnails, New York, 1971.
Auren Wisconsin, Von Reinhold Company, Executive's Handbook, Litton Educational Publishing Co., New York, 1970.
2
Your Communicating Style
❖ Intuitor
❖ Thinker
❖ Feeler
❖ Sensor
A
C
____Original
____Imagination
____Creative
____Idealistic
____Involved in Causes
___Likes Abstract Thinking
___Avant-garde
____Likes Heavy Reading
____Sees Self As Intellectually Superior
____Grasp Concepts Easily
____Futuristic
____Concerned, Involved in Social Issues
____Charismatic
____Broad Gauged
____Meditative
____Intellectually Tenacious
____Emotional
____Dramatic
____Probing
____Loyal
____Into Own Words
____Empathetic
____Spontaneous
____Sentimental
____Introspective
____Interested in Old Things
____Likes Food or Drink
____ Artistic
____People Oriented
____Persuasive
B
D
___Organized
____Logical
____Structured
____Systematic
____Rational
____Objective
___Analytical
____Likes Dealing With Numbers
____Scientifically Inclined
____Considers All Possible Options
____Thorough
____Precise
____Conservative
___ Even Tempered
____Practical
___Down to Earth
____Fast Moving
____Proud
____Action Oriented
____Outspoken
____Competitive
___Energetic
____Rather Beat Around the Bush
(Philosophy, Religious)
____Take Charge Tendencies
____Impulsive
____Impatient with Wordy People
____Into Shopping
____Proud of Possessions
Communication Styles
The Thinker
The thinker prides herself on being correct.
She demonstrates a structured and systematic approach to learning. She gathers facts, not ideas. Her approach is information centered.
Emphasis: Logic, organization, analysis, systematic inquiry.
Time orientation: Past, present, future.
The Feeler
The feeler responds to mood, to affect - her own as well as the emotions of others. She is empathetic, and demonstrates keen interpersonal radar.
Emphasis: Emphasis: Human interaction, feelings, emotions.
Time orientation: Past.
The Intuitor
The intuitor may be thought to be daydreaming. In reality she is forming global concepts, integrating experience in a quest to determine the why of things. Just because someone else says it’s true is not sufficient.
Emphasis: Ideas, concepts, theories, innovation, long-range thinking.
Orientation: Future
The Sensor
The sensor is the doer, the fast mover, action taker. She learns and knows by doing.
She may have been in the principals office as a child but ends up as the president of IBM. Emphasis: Taking action, getting things done, wants to see results of efforts quickly.
Time orientation: Present.
Adapted from and article by John L. Bledsoe on Communication Styles.