Company
LOGO
Welcome To the 2015
Chapter Presidents’ Training
Minneapolis – April 28, 2015
Revised and Presented by Rob Coffman, CGMP
and Patty Barron, CGMP
What We Will Discuss Today…
• Why Volunteer?
• The 4 Ws of Leadership
What We Will Discuss Today…
• Leadership Management
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Tools
Chapter Business Plan
Delegation
Communication
Managing Yourself
Problem Solving
Why Volunteer?
Personal Gains
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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
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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
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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?
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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
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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
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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
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Leadership Tools
Chapter Operations Plan
The Art of Delegation
Communication Guidelines
Managing Yourself
How to Solve Problems
Company
LOGO
Thank YOU!
and
Go SGMP!!!