Company LOGO Revised and Presented by Rob Coffman, CGMP and Patty Barron, CGMP Welcome To the 2015 Chapter Presidents’ Training Minneapolis – April 28, 2015

What We Will Discuss Today… Why Volunteer? The 4 Ws of Leadership

What We Will Discuss Today… Leadership Management –Tools –Chapter Business Plan –Delegation –Communication –Managing Yourself –Problem Solving

Why Volunteer?

Personal Gains Learn about many issues Feel needed, appreciated and valued Meet new people – make new friends Encourages introspection Builds self-esteem and confidence Understand people better Become a role model

Professional Gains Make contacts which may help your career Help you decide on a promotion path Develop leadership skills Volunteer work looks good on a resume Improve interpersonal/communication skills Learn from role models Feeling of accomplishment

The Leadership Path From mentee… …To mentor

A Good Leader Starts By… Communicating Making Ethical Decisions & Taking Appropriate Actions Earning & Building Trust Achieving Commitment Embracing Accountability Mastering Conflict Focusing on Results

4 W’s of Leadership WHO do you serve? WHAT are your “scores”? WHERE are your strengths? WHEN should you take action?

Who Do You Serve? The members!

What are Your Scores? Meeting member needs and national compliance on: 1. Mission 2. Member Benefits 3. Reporting

Where are Your Strengths? Your Board Member Volunteers SGMP Staff National Board Liaison SGMP Tools and Resources

When to Take Action? Know when to change or adjust Know when to solve a problem Know when to ask for help

Company LOGO Leadership Management SGMP Leadership Tools Chapter Business Plan Effective Delegation Communication Managing Yourself Problem Solving

SGMP Leadership Tools Governance Documents 1. Articles of Incorporation 2. Bylaws 3. Policy Manual 4. Robert’s Rules of Order Headquarters Staff National Board Liaison Online Chapter Leaders Toolkit

Chapter Business Plan Up to Nine Strategic Areas For each focus: –Objective –Target –Goal –Action(s)

Chapter Business Plan What are your current resources? What is your current budget? Who is responsible? When are the deadline(s)?

Chapter Business Plan Make your Plan a priority at each chapter board meeting Keep your Plan current and accurate Acknowledge and celebrate success

Effective Delegation Delegate the whole task to one person This gives the person the responsibility and increases their motivation.

Effective Delegation Clearly specify your preferred results Give information on what, why, when, who and where. Try your best to leave the "how" to them. Document this assignment.

Effective Delegation Delegate responsibility and authority Assign the task, not the method, to accomplish it Let the team member complete the task in the manner they choose, as long as the results are what the project specifies.

Effective Delegation Collect ongoing, non-intrusive feedback about progress on the project Don’t micro manage. Do support!

Effective Delegation Maintain open lines of communication Don't hover over the team member, but sense what he/she is doing and support his/her by checking in along the way.

Effective Delegation If you're not satisfied with the progress, don't take the project back Continue to work with the team member and ensure he/she perceives the project as his/her responsibility.

Effective Delegation Evaluate and reward performance Evaluate results more than methods. Address insufficient performance and reward successes to the board team or recognize individuals.

Managing Yourself 1. Instill a shared vision in your team 2. Acknowledge your strengths and weaknesses 3. Listen to your team 4. Learn to delegate 5. Communicate as much as you can 6. Recognize when to address issues/problems 7. Celebrate accomplishments

Building Teams Committees are organized to address major ongoing tasks Task Forces are assigned a specific task and disband immediately upon its completion

Problem Solving These two words fully describe your role as a leader

Define the Problem Ask yourself and others, the following questions - What is happening? - Why is it happening? - How is it happening? - With whom is it happening?

Verify the Problem It helps a great deal to verify your problem analysis by conferring with your team Get all the feedback you can get Is your understanding correct?

Prioritize the Problem Note the difference between "important" and "urgent" problems –Often, what we consider to be important problems to consider are really just urgent problems. Important problems deserve more attention.

Select an Approach When selecting the best approach, consider: - Which approach is the most likely to solve the problem for the long term? - Which approach is the most realistic to accomplish for now? Do you have the resources? Are they affordable? Do you have enough time to implement the approach? - What is the extent of risk associated with each alternative?

Plan the Implementation Carefully consider "What will the situation look like when the problem is solved?” What steps should be taken to implement the best alternative to solving the problem? What systems or processes should be changed in your chapter? Don't resort to solutions in which someone merely says they are "just going to try harder."

Implement the Plan -Believe in the plan -Authorize resources and priorities -Communicate actions AND deadlines -Empower who will be responsible for what -Continually observe and gain feedback

Monitor the Plan Monitor the indicators of success: - Are you seeing what you would expect from the indicators? - Do you need to make adjustments? - Will the plan be done according to schedule?

Verify its Resolution Do what you need to do to ensure that the problem does not return -continue the practice -document the process -share the lessons learned

What We Discussed Today… Leadership Management –Leadership Tools –Chapter Operations Plan –The Art of Delegation –Communication Guidelines –Managing Yourself –How to Solve Problems

Company LOGO Thank YOU! and Go SGMP!!!