Theta Tau

1
2002 Theta Tau National Convention
2
Creating Your Chapter LeadersChapter Officer
Workshop
Elected to Lead How to Succeed!
3
Workshop Expectations

• Learn about
• Leadership
• Regents Responsibilities
• Chapter Officers Duties
• Resources

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Leadership

• Chapter Officers have an Opportunity
• not given to all.

5
Leadership

• Laws and customs are observed in detail
• Establish and maintain the appropriate atmosphere
  within the chapter to fulfill the purpose of the
  Fraternity
• Provide the maximum opportunity for each member's
  well-balanced personal development
  professionally, socially, and academically.

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Regent

• Honor
• and
• Responsibility
• to
• Lead

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Regent

• Duties
• Preside at Meetings
• Initiate Pledges
• Appoint Committees
• Witness Initiations
• Appoint Nonelective Officers

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Regent

• Duties (continued)
• Charter, Ritual, Constitution, and Chapter Roll
  Book
• With the Treasurer, financial reports and
  transmissions of fees and dues
• With the Scribe, all general reports
• Other Chapter Obligations

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Regent

• Duties (continued)
• Know the Laws and Customs of Theta Tau
• Know the procedures
• See that the other officers discharge their
  duties
• Authority may be delegated, but responsibility
  cannot

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Regent

• The greatest good you can do for another is not
  just to share your riches, but to reveal to him
  his own.
• -Benjamin Disraeli

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Regent

• Preside at Meetings
• Established Time and Place
• Agenda Distributed in Advance
• Room Layout
• Use Proper Opening Closing
• Read Constitution Bylaws
• Sign previous minutes

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Regent

• Initiate Pledges
• Practice, Practice, Practice!!!
• Present in a meaningful, dignified manner
• Memorize the grip presentation
• 1st presentation of the ideals, principals, and
  secrets
• Inspire and Educate

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Regent

• Elections
• Secret unanimous vote before Pledging and
  Initiation
• Officers and Delegate Alternate by secret
  ballot
• Chapter bylaws dictate election of Regent,
  Vice-Regent, and Scribe
• Treasurer and Corresponding Secretary elected the
  middle of the college year for one calendar year.

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Regent

• Appointments
• Most of the chapters work should be carried out
  by committees
• Rush Chairman
• Pledge Instructor
• Professional Development Chairman
• Other Standing Committees
• Marshal, Inner Guard, Outer Guard

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Regent

• Chapter Properties
• Roll Book - should be up to date, in 1 or 2
  binders. Displayed during initiation. Protect
  from fire or loss as it is irreplaceable.
• Charter - display in the chapter room.
• Constitution and Ritual - members only. Keep up
  to date and dont mark in it.

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Chapter Officers

• Vice Regent
• Presiding Officer in place of Regent
• In charge of Chapter Room and examination of
  Visitors
• Professional Development Chair
• Chairman of Committees

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Chapter Officers

• Scribe
• Official Correspondence
• Membership Records
• Chapter Records - Minutes
• File timely reports with the Central Office
• Fill in Roll Book pages

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Chapter Officers

• Scribe
• Officer Election Forms - post election
• Pledge Form - date of pledging
• Combination Form - prior to initiation
• Membership Status Change Report - September 15th,
  February 1, Graduation
• Annual Report Credential Forms

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Chapter Officers

• Treasurer
• Keep funds and financial records
• Audit records prior to assuming office
• Semiannual reports and payment of dues
• All payment of fees must be collected in advance

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Chapter Officers

• Treasurer
• Order Official Insignia
• Collect initiation fees and badge costs
• File Combination Form
• Annual Report
• Regular reports to the chapter
• Treasurers authority responsibility

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Chapter Officers

• Treasurer
• Budget
• Reasonable estimates of income from dues,
  initiation fees, room board
• Reasonable estimates of expenses for dues,
  chapter activities, insurance, room board.
• Alumni relations, PR, and rushing

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Chapter Officers

• Corresponding Secretary
• Correspond with other chapters, alumni
  associations, Executive Director, and Alumni
• Annual newsletter
• Written invitations
• Membership records (lost alumni)

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Chapter Officers

• Adviser
• Appointed by the Grand Regent
• Official representative of the Executive Council
  on campus
• Administer Pledge Tests
• Pledge forms
• Annual Report

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Chapter Officers

• Adviser
• Ensure that the laws and customs of Theta Tau are
  observed by the chapter
• Provide guidance in chapter planning
• Assist in budgeting and audit records
• Ensure that forms get filed promptly
• Provide one on one counseling

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Resources

• Help me!
• Notebook from previous officer
• Chapter Officers Manual
• Chapter Officers Calendar
• ThetaTau.org
• login thetatau password 1904
• Executive Council other chapters

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Wrap Up

• Questions Answers

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Creating Your Chapter Leaders Chapter Officer
Workshop
Scribe
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On Communication

• The 500 most common used words in the English
  language have more than 14,000 definitions.
• Words, like glasses, obscure everything they do
  not make clear.
• - Joseph Joubert

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Duties

• The Scribe is charged with handling the
  chapters official correspondence, maintaining
  membership records, and filing timely reports
  with the Central Office. Diligent attention to
  details contributes much to proper chapter
  operation.
• Chapter Officers Manual
• www.thetatau.org/members/om/manual_toc.html
• (scribe- section 2.3)

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Duties- Generally Speaking

• Keep the chapter records, including minutes of
  meetings
• Register all visitors
• Witness the records of all pledges and initiates
• Read all communications to the chapter
• Promptly respond to communications from the
  Executive Council
• Maintain necessary correspondence with the
  Executive Director
• Pledged and depledged
• elections of officers
• names, addresses, and other data on new alumni
• And any other duty the Regent may require. With
  the Regent, the scribe is jointly responsible for
  all general reports of the chapter
• Chapter reporting will be discussed later

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Hierarchy of a Star Scribe
STAR Champion of chapter documentation.
Advocates external communication.
GOOD Champion of internal communication. Manages
transition.
Must meet core first!
CORE Ensures chapter obligations for reporting
are met. Maintains essential records.
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Core

• Chapter obligations for reporting
• National
• Campus
• Maintains essential records

CORE
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Chapter Obligations- National

• Reporting- www.thetatau.org/members/index.html
• Initiation- within 2 weeks of initiation
• www.thetatau.org/members/forms/combo_initiation_f
  m.doc
• Date of Pledging- within 2 weeks of pledging
• www.thetatau.org/members/forms/pledging_report_fm
  .doc
• Date of Officer Election- promptly (within 2
  weeks)
• www.thetatau.org/members/forms/officer_election_f
  m.doc
• Member Status Change- 9/15, 2/1, 6/15 (or right
  after semesters graduation) www.thetatau.org/memb
  ers/forms/mem_status_change_fm.doc
• Annual Report- 5/1 (Complete with Chapter Regent)
• www.thetatau.org/members/forms/annual_report_form
  .doc
• Credential Form A- 4/1 (For Ntl Mtg- sent to each
  chapter)

CORE
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Chapter Obligations- Campus

• The Scribe should ensure completion of all
  required campus reporting. Many educational
  institutions require documentation from campus
  sponsored or recognized organizations. Failure to
  meet these requirements may prevent your
  organization from receiving campus funds or
  reserving classrooms for meetings and official
  functions. Contact your local campus activities
  office for more information.

CORE
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Essential Records

• Member Roll Book
• Chapter Meeting Minutes
• Regular Meetings
• Special Meetings (ie Initiation, Planning
  Meeting)
• Archives

The importance of properly kept records cannot
be overemphasized. They constitute a documentary
history of the chapter, and stand as a permanent
record of each Scribes tenure in office.
Chapter Officers Manual
CORE
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Official Procedures

• There are identified procedures and
  communications for several chapter activities.
  Consult the Chapter Officers Manual or National
  Bylaws for more information. Contact the
  Executive Director or any National Officer if you
  have additional questions. Examples

• Transferring members
• Honorary membership
• Coop/ Inactive Status www.thetatau.org/members/for
  ms/rpt_coop_inactive.doc
• Premature Alumnus Status
• Discipline
• If in doubt or uncertain of procedures, check
  with the Central Office.

CORE
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Meeting Minutes- How To

• Date, time, place of meeting
• Presiding officer. Attendees.
• Record of discussion and decisions
• Notation of names of members making and seconding
  motions and vote outcomes.

CORE
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Good Scribe
In addition to meeting the core obligations, the
Scribe

• Champions internal communication
• Member phone and email lists always current.
• Ensures communication with those not present at
  meetings (delegate)
• Ensures periodic communication with Chapter
  Adviser
• Ensures effective leadership transition for the
  new Scribe
• Reviews resources, obligations and expectations
  to transition new Scribe to the position.

GOOD
The ultimate responsibility of a leader is to
facilitate other peoples development as well as
your own. - Fred Pryor
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Star Scribe
In addition to meeting the core obligations, and
good practices, the Scribe

• Champions chapter documentation
• Encourages documentation of processes and
  resources for chapter committees and activities
  (to help transition future committee leadership)
• Champions external communication
• Collaborates with Corresponding Secretary to
  ensure events and recognition are communicated
  to
• Faculty
• Campus and community newspapers and newsletters
• Ensures formal recognition of accomplishments
• Champion of chapter awards and resolutions
• Congratulations letter to parents upon Initiation
  
• Congratulations to the individual upon graduation
  or for other accomplishments
• Submits nominees for campus or community
  recognition

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Excellence is an art won by training and
habituation. We do not act rightly because we
have virtue or excellence, but rather we have
those because we have acted rightly. We are what
we repeatedly do. Excellence, then, is not an act
but a habit. - Aristotle
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Creating Your Chapter Leaders Chapter Officer
Workshop
Treasurer
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Overview

• Duties Responsibilities
• Chapter Accounts / Housing Accounts
• Chapter Officers Manual
• Reporting
• National
• Local
• Budgeting
• Managing Expectations
• Record Keeping
• Examples
• Budgeting Exercise
• Record Keeping Exercise
• Auditing Exercise

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Duties Responsibilities

• Chapter Accounts / Housing Accounts
• Separate Accounts / Separate Treasurers
• Chapter Officers Manual
• ...keep chapter funds and financial records
  order official insignia, collect initiation fees
  and badge costs ....make semi annual reports and
  dues payment and complete the financial portion
  of the Annual Report.

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Reporting

• National
• Combination Form
• Semi Annual Dues Report
• Annual Report
• Local
• Monthly Balance Report
• Monthly Income Expense Report
• Monthly billing to actives

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Budgeting

• Managing Expectations
• Chapter Approval of Budget
• Chapter Approval of Rules Regulations
• Committee Funding
• Current Actives Current School Years Budget -
  Period
• Record Keeping
• Hand Written Ledger Auditing Purposes
• Electronic - Quicken
• Manual 3 column ledger
• Access to Checkbook
• Train Now

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Examples

• Budgeting Exercise
• See Template
• Record Keeping Exercise
• See Template
• Auditing Exercise
• See Template

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Summary

• Read Chapter Officers Manual
• Write your own local advice for future
  Treasurers.
• Get Organized NOW!
• Dont wait till the semester starts.
• Get good data from past treasurer
• Expect an Audit
• Keep your books so clean Arthur Anderson couldnt
  make a mistake
• 1 Goal Turn over a debt free set of books.
• File Reports
• November 1st
• March 15th

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Open Forum

• Late Payments
• Promissory Notes
• Party Funds
• Bad Debt

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Creating Your Chapter Leaders Chapter Officer
Workshop
Corresponding Secretary More than Alumni Relations
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Responsibilities

• Member Contact Information
• University Relations
• Newsletter
• Alumni Relations

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Member Contact Information

• Actives Phone Address List
• Email Contact Lists

• ? Other lists...

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University Relations

• Coordinate annual meeting with the Dean Greek
  Adviser

• Write articles for campus paper

• Invite Engineering faculty to formals chapter
  events

• Other...

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Alumni Newsletter

• Frequency Timing
• Content of Newsletter
• Distribution of Newsletter

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Alumni Relations

• Provide timely information on upcoming events
• Keep updated on chapter status
• Wealth of knowledge
• Source of speakers

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Wrap up...

• Keep it fun, yet professional understand your
  audience
• Keep it current timely
• Strive to improve

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Building Your Chapters Foundation
Conflict Resolution
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Conflict ResolutionAdvanced Interpersonal
Communications
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We are all of two minds about conflict. We say
that conflict is natural, inevitable, necessary
and normal, and the problem is not the existence
of conflict but how to handle it.
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What is your Purpose?

• When you are in conflict with someone on your
  team (or in your family) what is your true
  purpose for dealing with them. What do you
  honestly hope to achieve what outcome are you
  really trying to produce?

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To deal effectively with conflict

• Diagnose and understand the nature of the
  conflict
• Select appropriate course of action, behaviors
  and communication style
• Stay aware of personal feelings /emotions /
  filters

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Why to we have conflict?
Diversity
Interdependence
CONFLICT
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The Four Fundamental Issues of Conflict

• Facts what is going on
• Goals what we are trying to achieve
• Methods how we will reach the goals
• Values the ethics of the situation (fairness,
  justice, morals)

Conflict is increased and prolonged when
contending parties are unclear as to the nature
of the issues they are in disagreement over
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Approaches to dealing with Conflict
High
Competing
Collaborating
Focus on Results
Compromising
Avoiding
Accommodating
Low
High
Low
Focus on Relationships
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Challenging Conversations
PAGE 10

• How to handle difficult, emotional, stressful,
  angry and confrontational conversations

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Three Main Causes

• Arguing about the facts
• Truth / Intentions / Blame
• Ignoring emotions
• Concern about impact
• Personal / professional

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The Truth Assumptions

• I am right
• You are wrong
• I know the facts
• You are mistaken
• I understand
• You are confused

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The Truth Assumptions

• They are the problem!
• Rude
• Arrogant
• Manipulative
• Controlling
• Naïve
• Irrational

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The Truth Assumptions
We live in the same world Rules / beliefs /
attitudes / values / experiences
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How do we fix the truth assumptions?
PAGE 12

• Admit you are not always right
• Realize they are not always the problem
• Check your information
• Examine your world
• Explore their world

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I know why you did that

• I assume from your actions that I clearly
  understand your intentions

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Big problems with the intentions assumptions

• We really think we understand people
• We assume intentions by impact
• We assume the worst
• Bad intentions bad person
• Bad assumptions lead to selective perception

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Three Key Questions

• What really happened?
• How did it really make me feel?
• What do I guess they intended?

Go from accusingto explaining I - statements
73
Scott, when you come in late to our team
meetings, I feel frustrated because it has a
serious impact on keeping the agenda on track.
I feel like you dont want to be in the
meetings, and that confuses me because I know you
are excited about the project. Could you help me
understand what has been keeping you from making
it on time?
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Five Levels of Confrontation
PAGE 17
Demand for Action
Understanding
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Reflection

• Relationship is top priority
• Sincere effort to understand
• Active listening

I can see that you are upset and you feel like
there is a lot of pressure on you. You mentioned
that you are working on eight different projects,
including the annual budget. That is very
challenging. I can understand that you feel
stressed.
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I - statements

• Relationship is important
• Build understanding by sharing
• Non-judgmental

I feel uncomfortable when you throw files down
on my desk and raise your voice.
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Diplomatic Disagreement

• Reach understanding in a gentle way
• Mutual understanding
• Disagree agreeably
• Preserve relationship in conflict

I appreciate your position and realize you feel
it will improve productivity. I believe we
should wait until we get the new computers and
make sure the software is compatible.
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Gentle Confrontation

• Build relationship / change behavior
• Validate / direct
• Non-threatening tentative
• Show concern and understanding

Combination of - Reflection - Validation of
worth / importance - I-statements -
Indication of consequences
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I know you think the Tampa project is a waste of
time. I understand your feelings and appreciate
that it may not seem like a top priority to you.
Tom, you are one of the key people on our team,
however, I feel frustrated when you agree to
deadlines on that project and then turn work in
days late. I am trying to manage all of our
projects well, and this situation is causing me a
lot of stress and extra work. If you continue to
delay the project, it may mean that we dont meet
our quarterly goals and we will all lose our
chance for bonus.
80
Firm Confrontation

• Focus on changing behavior
• Maintain / preserve relationship
• Desire a firm resolution
• Clear consequences for noncompliance

Same as Gentle Confrontation plus
This cannot continue. In the future, I would
appreciate it if you would please honor the
deadlines you commit to. It is very important to
all of us.
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FEEDBACK

• What was the top three things you learned ?
• Do you feel that you will be able to apply this
  information?
• Was the class valuable to you?
• How can I make better?
• www.johnspence.com
• Thank you!

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Building Your Chapters Foundation
Professional Development The individuals Role
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OUTLINE

• What is Professional Development?
• Implementation
• Personal Level
• Chapter Level
• Next Steps

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PROF. DEVELOPMENT?

• As defined by the 1995 Professional Development
  Committee
• Professional Development is preparation for a
  career further
• advancement while becoming a contributing
  member to society.
• Pledge and Membership Manual
• The purpose of Theta Tau is to develop and
  maintain a high standard of professional interest
  among its members,

85
EXAMPLES OF PROF. DEV.
IS THIS PROFESSIONAL DEVELOPMENT?
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ELEMENTS OF PROF. DEV.

• Leadership
• Quality
• Academics
• Trust
• Flexibility
• Fund Raising
• Social

• Community Service
• Public Relations
• Dealing with other
• Chapters and Colonies
• Travel
• Names

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CONCLUSION

• Professional Development is ...

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REALITY

• Successes
• Disappointments

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IMPLEMENTATION

• How do you eat an elephant?

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IMPLEMENTATION
W.E.Deming, Out of the Crisis, MIT Press,
Cambridge, 1982.
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IMPLEMENTATION

• AWARENESS
• SELF-ASSESSMENT
• OUTSIDE ASSESSMENTS
• ID OPPORTUNITIES
• ENVIRONMENT
• OPTIONS
• ACTION PLAN
• TRACKING

92
PERSONAL PROF. DEV.

• AWARENESS
• Where are you?
• What is happening to you today?
• Where are you going?
• SELF-ASSESSMENT
• What have you done?
• What are your skills?
• What are your values?
• What are your Goals?
• What are your preferences?

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PERSONAL PROF. DEV.

• OUTSIDE ASSESSMENTS
• What feedback do you have?
• Performance reviews, letters of recognition, etc.
• ID OPPORTUNITIES
• What career opportunities exist?
• ENVIRONMENT
• What is going on in the world?
• How do they affect you?

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PERSONAL PROF. DEV.

• OPTIONS
• What is your career preference?
• What are your career goals?
• What are your life goals?
• ACTION PLAN
• What is your plan to meet your goals?
• What is your backup plan?
• TRACKING
• What is your progress in following your plan and
  meeting your goals?

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RESOURCES

• Myers-Briggs Indicator
• Personality Type
• Consulting Psychologists Press, Inc. (Palo
  Alto, CA)
• Strong Interest Inventory
• Identifies Interests
• Consulting Psychologists Press, Inc. (Palo
  Alto, CA)
• Career Value Sorting
• First Things First
• Career Research Testing, Inc. (San Jose, CA)

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CHAPTER PROF. DEV.

• AWARENESS
• Where is the chapter going?
• What is the state of the chapter today?
• SELF-ASSESSMENT
• What has the chapter done?
• Where are the members in their academic career?

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CHAPTER PROF. DEV.

• OUTSIDE ASSESSMENTS
• How does the University see the chapter?
• How does industry see the fraternity?
• ID OPPORTUNITIES
• What opportunities exist in the area?
• What resources do you have?
• ENVIRONMENT
• What is going on in the world?
• How do they affect the chapter?

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CHAPTER PROF. DEV.

• OPTIONS
• What are the goals of the chapter?
• ACTION PLAN
• What is the plan to meet the chapters goals?
• What is the backup plan?
• TRACKING
• What is the chapters progress in following the
  plan?

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NEXT STEPS

• Professional Develepoment Starts with You
• Develop your plan
• Prepare a resume
• Professional Development at Your Chapter
• Survey the chapter for
• What members are interested in
• What members want to do
• Prepare a plan for the 2 years

100
Building Your Chapters Foundation
Community Service
101

• Service to others is the rent you pay for your
  room here on earth.
• - Muhammad Ali
• You're a pig. Barney's a pig. Larry's a pig.
  we're all pigs... once in a while, we can crawl
  out of the slop, hose ourselves off, and act like
  human beings.
• - Mo the bartender on The Simpsons

102
Service to the Community

• Benefits
• Unite chapter in one activity
• Increase community visibility
• Improve image of fraternities
• Enhance your own image in eyes of potential
  employers
• Earn Schrader points
• Have fun!

103
Service to the Community

• Examples
• Engineering presentations at local schools
• Local Rube Goldberg competition for high schools
  (?????)
• Can food drive
• Fundraiser for charity of your choice
• Big Brothers/Big Sisters
• Nursing home visitation / Christmas caroling
• Roadway / park cleanup
• Habitat for Humanity!

104
Service to the University

• Benefits
• Increases visibility on campus
• Improves relations with college/university
  administration
• Introduce Theta Tau to potential rushees

105
Service to the University

• Examples
• Engineering recruitment/orientation
• Tutoring sessions / FE exam reviews
• Peer advising (e.g. underclassmen course
  scheduling)
• Engineering week activities

106
Tips on organizing events

• Local businesses are willing to help
• Many have a preset amount of goods set aside each
  month just for this purpose
• Contact them early before their allotment is
  already given out
• Contact campus service groups (e.g. Circle K) to
  find out about other events that you could help
  with

107
Tips on organizing events

• Publicize, publicize, publicize
• Especially for fundraisers, make sure you get the
  word out (go even further than you do for rush
  events)
• Ensure support within your chapter
• Select a date / location that will be convenient
  for brothers
• Solicit volunteers well in advance
• Remind people beforehand and thank them
  afterwards

108
Challenge to your chapter

• Habitat for Humanity
• Contact www.habitat.org
• Website has information on how the program works
  as well as phone numbers for local organizations
• Find at least one more activity

I once thought I had mono for an entire year. It
turned out I was just really bored. - Waynes
World
109
Building Your Chapters Foundation
Risk Management
110
Creating Your Chapter Blueprint
Running an Effective Lock-in
111
Theta Tau Convention- 2002 Creating Your Chapter
Blue Print
Running an Effective Lock-in Chapter Planning
112
How developed is your chapter?
Chapters tend to progress through 4 distinct
phases as they develop and improve how work gets
done and how members interact. Chapters may
bounce between different levels.
Creativity Consistency Conflict Creation
113
Purpose of a Lock-in
What do you want to accomplish?
114
1. Problems and Concerns

• Discuss problems and concerns. Air differences.
• Activities that involve members in discussing
  problems are much more effective than preaching
  or prodding. Encourage all members to volunteer
  ideas. Anonymity may be useful, i.e., placing
  ideas in a hat, but if you continually need
  anonymity in order to bring up problems, you may
  want to focus on building trust within your
  chapter. The goal is to be able to bring up
  problems openly and honestly.
• Ideas listed below. What are other activities for
  discussing problems and concerns?

115
2. Goals

• Comments Simply involving members in setting
  goals is a significant motivator. When people
  feel ownership in the vision, they are much more
  likely to participate in working toward that
  vision. In all activities, focus on balancing
  participation. Help bring out ideas from all
  participants. Prioritize goals.
• What has worked for your chapter?

116
3. Planning

• Sample resources included in appendix
• Chapter Planning- samples of processes
• Chapter Assessment and Pre Planning Worksheet
• Chapter Master Schedule Tool
• Action Plan

117
4. Energize and Unite!

• Create an environment that will encourage unity,
• understanding, teamwork, and brotherhood.
• Be sure to start and end with a fun or positive
  activity- Starting will create a positive tone
  and high energy throughout.
• This is an opportunity to learn about each other
  and to learn about how you interact as a team.
• Plan a brotherhood activity for every hour and a
  half of planning.
• Vary the size of the group for each activity-
  whole chapter, 5-8 members, 2-3 members.
• Encourage members to team up with other members
  they dont know as well.
• Debrief every activity- what did we learn about
  ourselves? about others? how does this apply to
  the chapter?
• Plan activities that will make a point relevant
  to a concern or problem you are experiencing.
  i.e., cliques, lack of involvement.       

118
4. Energize and Unite (continued)

• Commercial Break!
• Brainstorm ideas for commercial breaks. Short
  energizing activities to wake up the group (ie
  have the group sing a Neil Diamond Song, have
  someone tell a joke,.. )
• What other ideas do you have for Energizing and
  Uniting?

119
5. Motivate the chapter.

• The entire lock- in should aim to motivate the
  chapter. Involving members in decision making
  and building brotherhood are key to motivating
  members.
• Specific thoughts follow. What other ideas do you
  have?

120
Lock-in Check List

• 1. Involve others in the planning. The more you
  involve, the more excitement you generate.
• 2. What are key issues and concerns pertaining
  to the lock -in and to the operation of the
  chapter? How will you address these in the
  lock-in?
• 3. Are you going to invite an alumnus, National
  Officer, or Council Member to help plan and
  facilitate your lock -in? (We love to do this!
  Feel free to call any National Officer or Council
  Member, but try to give us a month notice) Are
  you going to invite local alumni?
• 4. Pick a time and place. Involve members in
  selecting schedule. Find a comfortable facility
  to hold the lock-in (may need notice to reserve
  room)
• 5. Create, publish and distribute agenda.
  Publicize- generate excitement. (T minus 5 days
  and countingWant to know whos nick name is
  Maverick? Find out at the Lock-in, T minus 4
  days and counting Find a unique use for masking
  tape and toilet paper)
• 6. Materials? Markers, masking tape, flip chart
  paper, materials for activities, post-it notes,
  munchies... Silly prizes for ideas, attitude,
  participation.

121
Attendance

• Ideas follow. What ideas do you have?

122
Instructions

• Form Groups of 10
• You will be planning a 3 hour lockin, retreat, or
  mini academy. The purpose is to inspire,
  energize, build a deeper commitment to your
  chapter, and to provide additional skill and
  knowledge of leadership.
• We will ask groups to briefly share their
  outlines at the conclusion of this activity.

123
Scenarios

• Each group will be assigned one scenario to plan
  for
• Growth spurt
• Mini me
• Fix the cliques
• Your own scenario?

124
Step 1 Objectives

• In your break out group discuss/ assess your
  scenario and articulate answers to the following
  questions
• What change in overall behavior is needed?
• What problems could be addressed (in a
  non-threatening way)
• What other objectives would you have for this
  event?

125
Step 2. Outline.

• BUILD IT! General Framework to follow for your
  lockin. .
• Icebreaker/ Building your community
• Ground Rules
• Activity (ies)
• Personalize
• Wrap Up
• Environment/ Creative Ideas

126
Summary and Questions
127
Outstanding CollegeLeaders
128
Leadership

• In School
• In Residence Life
• In the Greek System
• In the Community
• In the Family
• In your Own Life

129
Background

• 26 / CEO Rockefeller / BOD
• 500 leadership books / articles / reports
• 230 companies worldwide
• Research Studies 1 million people
• 80,000 college students
• Northwood Award / 160

130
1. DreamBigDreams
131
The difference ?...

• Plans
• Goals
• Action

132
D IO
NO !
NO !
Op
NO !
NO !
NO !
NO !
NO !
NO !
133
FOCUS

• When your Intended Outcome is very clear and
  specific, it significantly reduces the number of
  acceptable Options, making good Decisions much
  easier.

134
Clear Intended Outcome

• How can I have lots of fun in college

• Getting Excellent Grades
• Staying Healthy
• Building my Resume
• Preparing for my Dream Job

135
ACTION

• Leadership is action, not position.
• Gerald Greenwald

The great aim of education is not knowledge,
but action. Herbert Spencer
136
2. Opportunity isEverywhere
137
Regardless of...

• Age
• Race
• Gender
• Religion
• Education
• Family
• Money

138
Reticular Activating System

• You become what you focus on

139
3. Embrace Risk

• There can be
• no reward,
• without risk

140
To evaluate risk...

• Knowledge
• Strategy
• Action

141
Courage is vital to the self-confidence that
enables one to risk failure in order to seek the
rewards of victory
Failure ? It is unpleasant . . . but not fatal!
142
Subjective Units of Discomfort

• Where are you on the SUDs Scale ?

143

• 00- 10 Asleep
• 10- 20 Passive activity
• 20 - 30 Engaged in task
• 30 - 40 Excelling at task
• 40 - 50 ZONE / Flow
• 50 - 60 Anxious - physical reaction
• 60 - 70 Fear - fight / flight
• 70 - 80 Physical shutdown
• 80 Psychosis / death

144
(No Transcript)
145
4. Believe In People
146
The best leaders surround themselves with
people who are smarter then they are
147

• Henry Ford
• Thomas Edison
• Andrew Carnegie
• Albert Einstein
• Oprah Winfrey
• Margaret Thatcher
• Phil Night
• Jack Welch
• Bill Gates...

148
Microsofts only factory asset is the human
imagination
Richest company in America built
on..Brainpower
149
Believe in People

• Shared vision
• Clearly defined goals
• Open access to information
• Training
• Empowerment
• TRUST...

150
TRUST 3Cs
Consistency
C o n c e r n
TRUST
Affection
Dis-trust
Respect
Competence
151
5. AttitudeIsEverything
152

• A person with the right attitude and desire,
  coupled with enthusiasm and self-discipline,
  cannot help but succeed

153

As a leader you must

• DWYSYWD

• Take Pride
• Clear Values
• Good Decisions
• Set an Example
• Get Involved

154
Adjust your Attitude

• The Gap
• CVS / BVS
• 3 Ps

155
A leaders personal power comes from. . .
CVS to BVS
Response
Stimulus
GAP
Ideal Leader
156
Explanatory Style

• Permanence
• Pervasiveness
• Personalization

Analyze Behavior Change
157
6. Lifelong Learning
158
Curious
159
Download these free articles and get my suggested
reading list How to get Straight AsHow to
Reduces Stress How to Pick your Dream JobHow to
Build a Professional NetworkHow to Interview for
your Dream Job
www.JohnSpence.com
160
One of the best sources

• To be great
• You must surround yourself with greatness
• John D. Rockefeller

161
SUMMARY

• 1. Dream Big Dreams
• 2. Opportunity is Everywhere
• 3. Embrace Risk
• 4. Believe in People
• 5. Attitude is Everything
• 6. Lifelong Learning

162
Comparison

• Compiled from research and study of more than
  300 books and articles on Leadership, Management
  and Teambuilding

163
300 CEOs of Fortune 500 and 5,000 of their
employees

• Attention through Vision
• Meaning Through Communication
• Trust through Positioning
• Development of Self

164
5 Practices of Leadership

• Challenge the Process
• Inspire a Shared Vision
• Enable Other to Act
• Model the Way
• Encourage the Heart

165
250,000 leaders, managers, employees - on 4
continents

• Four Critical Characteristics of Admired
  Leaders
• 1 Honest (98)
• 2 Forward-looking
• 3 Inspiring
• 4 Competent

166
Most Admired Leaders

• Clear Values
• Integrity
• Trust
• Listening
• Respect for Followers
• Responsibility for Self

167
FORD Leadership 2000

• Teachable Vision
• Revel in Change
• Truly Transform
• Bias for Action
• Value your Teammates
• Always Stretch

168
5 Year Study of 100 Top Leaders

• Guiding Vision
• Passion
• Integrity
• Trust
• Curiosity
• Daring

Self-Aware
169
SUMMARY
1. Dream Big Dreams 2. Opportunity is
Everywhere 3. Embrace Risk 4. Believe in
People 5. Attitude is Everything 6. Lifelong
Learning
170
Blinding Flash of the Obvious
Focus on these 6 characteristics

• The key is ACTION

and
171
HAVE FUN !!!
172
Promoting Your Chapter
Creating Implementing an Effective Rush
173
Theta TauProfessional Engineering Fraternity
The Best We Can
Be
Friends for Life
The Lifeblood of the Fraternity
174
Whatsoever thy hand findeth to do, do it with
thy might
If your chapter does not recruit the best new
members available on your campus, it will DIE!

• 60 of incoming Freshmen express interest in
  Greek membership.
• Ave campus Greek Membership 12.

175
Brand Image

• Ignite Desire
• I Love this place
• Fun it Up
• Let it Out
• Envision the Future Together
• Lets get there together
• Start Something
• Its your Turn to Lead
• Be There
• .He aint heavy, Hes my Brother

Life accepts only partners, not bosses. - A
Simpler Way, Margaret Wheatley Myron
Kellner-Rogers
176
Success Factors

• Rush Mechanics
• Have a Plan
• Top 10 Rules of Rush (Handout)
• Know Your Product
• What has membership done for you?
• What questions arent being asked?
• Know Your Buyer
• Are you shopping for a clone?
• Alpha / Beta / Gamma
• Art of the Deal
• Going the extra mile

Rush is simply practicing the art of human
relations.
177
Say it / Show it

• Rush Activity
• Role Play an actual Rush Event
• Practicing verbal and non-verbal messaging
• (3) Groups
• Alpha Alpha Fraternity
• Zeta Zeta Fraternity
• Perspectives
• Timing
• 15 minutes Prep
• 2 minute Intro
• 15 minutes Rush
• 2 minute Closing Comments
• 20 minutes Perspectives Feedback

Our chief want in life is somebody who shall
make us do what we can Emerson
178
Observations

• What common themes developed?
• What could my chapter do differently?
• What did I learn about myself?
• What new Rush idea will I start?

Perpetual Optimism is a force multiplier
General Colin Powell
179
Resources

• Thetatau.org
• Chapters Officers Manual
• Rush The Right Way
• Rush Planner Calendar
• Rush Toolbox
• Mailed to each chapters Rush Chairman
• People
• Faculty
• Alumni
• Actives

The birth of a powerhouse chapter begins with one
successful Rush. It begins with YOU!
180
Top 10 Rules of Rush

• Rush perspectives better than yourself. The most
  important person in the Fraternity is the next
  one we recruit.
• The most important thing in Rush is the
  one-on-one effort a Brother makes to get to know
  a prospective member.
• If we sell something, we must be willing to
  deliver it. We cannot say that we are the best,
  then be something less.
• All of our weaknesses are opportunities for
  improvement. Every Rushee could be the person to
  make it happen.
• The way we look means a great deal.
• The way we act means even more.
• There is no perfect prospective member. We must
  look for winning potential, not finished
  products. Do not expect every person who joins
  to be your best friendit is just not realistic.
• We must work harder, smarter and more creatively
  than all of the other fraternities to be number
  one! Our craziest ideas can often be what makes
  us stand out in a positive light.
• Always say positive things. Do not make
  derogatory comments about anything, especially
  other fraternities!
• We can never sign a perspective until they
  understand what being a member means. This way,
  they will not quit when they experience the real
  thing.

Referenced From Theta Xi Guide to Membership
Recruitment Manual
181
Growing Your Chapter
Pledge Education Member Education Developing a
Winning Program
182
Key Points to Understand

• They dont have to prove anything actions will
  speak louder than words
• Perpetuating your Chapter training your
  replacement
• Keep it as short as possible
• Hazing ZERO TOLERANCE!
• Include them into the chapter Build Trust

183
How does your chapter perceive Pledging?

• Is it perceived as educational or just something
  people do that want to get into Theta Tau?
• Does it lack structure (set meeting times, test
  requirements, social requirements, etc.)?
• Is the program recreated with every new
  Pledgemaster?

184
The Goals of Education

• Set example do the things you expect from your
  Brothers of Theta Tau
• Show show how things are done from a Theta Tau
• Study allow the pledges to take in the
  information and see how they are expected to do
  things, and then allow them to practice

185
The Goals of Education

• Friendship Making a stranger a friend and
  eventually, a friend a Brother
• Perpetuate your Chapter
• Instill responsibility and commitment

186
What to Avoid Learn

• One downfall of Pledge Education Reinventing
  the Wheel
• Collecting ideas from the active members is a
  good start to develop your program, but why not
  ask those who just went through it?

187
What is important to teach Pledges?

• Brotherhood
• Chapter Operations
• Pride in QT!

188
Brotherhood
189
The Meaning of Brotherhood

• The whole body of persons engaged in a business
  or profession fellowship alliance An
  association for a particular purpose Community
  of interest, activity, feeling, or experience
• Knowing that, by a simple common bond, you will
  have friends for life that you can count on to
  help you when you are in need, comfort you when
  you are heavyhearted, and celebrate with you in
  Happiness

• Merriam-Webster Dictionary Definitions

• Chris Stockman

190
The Meaning of Brotherhood

• What are some events / ways teach Brotherhood to
  your Pledges?
• Roadtrips
• Lock-ins
• Retreats
• Etc.

191
The Meaning of Brotherhood

• What are the Requirements of Brotherhood in Theta
  Tau?
• Pay Dues
• Attend Chapter Meetings
• Participate in activities
• Etc.

192
Chapter Operations
193
Chapter Operations

• Pledges need to learn while they are pledging
  how to run the chapter so they will be more
  effective once they are initiated.
• Committees Fund Raising, Rush, Social, etc.
• Philanthropy Habitat for Humanity, Food Drive,
  Blood Drive, etc.
• Professional Development
• Roles of the officers in the operation of the
  Chapter
• Conduct on and off Campus with other Groups

194
Chapter Operations

• Help them understand why there is an E-Board
  and what its function is (set chapter policy)
• Assign a pledge to each E-Board member (outside
  of big-little relationship) so they can learn how
  to complete tasks and have them report to their
  Pledge Class (Maybe correlate with Pledge Class
  Officers)
• Running a meeting Roberts Rules of Order How
  to make a motion

195
Train Your Replacement

• Notethese Pledges will be running the Chapter
  one day and you would like it to be running as
  efficiently as the day you were on the
  E-BoardRight?

196
Fraternity History General Information
197
Fraternity History General Information

• Considered the cornerstone of most Pledge
  Education Programs
• Most of what is learned is in the Pledge and
  Membership Manual supplement with Chapter copy
  of A History of Theta Tau Fraternity for extra
  info
• Basic knowledge required to pass the Membership
  test before initiation

198
Wrap Up

• They dont have to prove anything actions will
  speak louder than words
• Perpetuating your Chapter training your
  replacement
• Keep it as short as possible
• Hazing ZERO TOLERANCE!
• Include them into the chapter Build Trust
• RAH! RAH! Theta Tau!

199
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200
Strategies For Success

• How to Succeed in School Life

201
I can not teach you anything

• I can only offer you the very best information
  available and then you decided what you want to
  learn.

202
Research

• 90,000 Pages / 10 years
• Success
• Leadership
• Psychology
• History
• Religion
• 20,000

203
E.T.R.

• Started college 1983
• 1.6 GPA 1984
• Re-start college 1985
• AA at Santa Fe CC
• Admitted UF 1987
• President of school
• Deans assistant
• Business owner
• 1 in S.E.
• 3 in U.S.A.
• Whos Who

• 1989 - Dream job
• 1991 - CEO
• BOD - Congress
• 1993 - Up Comers
• 1994 Fulcrum Alliance
• 30 of Fortune 500
• 100 Million
• Age 30
• 100 Books
• 50 Tapes

204
Challenge

• Listen and Think
• Take Notes
• Ask Questions

What can I do with this? How can I make this work
for me? How does this apply to U of F?
205
Failing to plan

• is planning to fail

206
KEY POINT
What you do today, determines who youll be
tomorrow
Failing to plan
is planning to fail
207
To succeed in school...
To succeed in your career ...
To succeed in life ...
You must have a PLAN !
208
The Magic Formula
repare for the journey
aunch into action
PLAN
nalyze as you go
etwork with those who know
True Success Tom Morris - Grosset/Putnam
209
Important Note
By whatever definition of success you decided on.
210
Personal Success

• When you live a life where your self-concept and
  core values are in harmony with your lifestyle
  and behaviors.

211
Prepare

• For the Journey

212
What is the first step ?

• Decide where you really want to go

213
D IO
Op
214
Your choices create Your destiny
BLDs

• School
• Career
• Location
• Family
• Children
• Church
• Politics

• Health
• Community
• Charity
• Retirement
• Savings
• Cars
• Home
• Lifestyle

215
Some Question to Ask

• What do I love to do ?
• What do I hate to do ?
• What am I great or gifted at ?
• What do I truly value ?
• What does my Dream life look like ?

216
Good Decisions are Values Based

• Honesty
• Fun
• Adventure
• Family
• God

• Security
• Laughter
• Truth
• Compassion
• Creativity

• Achievement
• Service
• Community
• Safety
• Serenity

Average Score 9.87
Had written Values 2
217
Prepare for the Journey

• A successful life does not result from chance,
  fate, or good luck, but from a succession of
  successful days lived in pursuit of a Worthy
  Purpose

218
An important point to remember

• You dont have to choose one forever !

219
pecific
easurable
SMART
greed Upon
ealistic
Write them down
ime Bound
220
Many types of Goals...

• Personal
• Professional
• Family
• Health
• Spiritual
• Educational
• Travel

221
Many types of Goals...

• Long-term 3-5 years - or longer
• Mid-range 1-3 years
• Short-term this year
• Immediate today / week / month

222
KEY POINT
Goals must be CONGRUENT
223
Example

• Graduate Fall 2001
• MBA International Finance
• 3.8 GPA or higher
• Internship with major financial company
• 1 semester travel abroad
• President Portfolio Management Association
• President of Fraternity
• 10 professional contacts
• 3 contacts at MC / AA / DT
• 5 solid letters of recommendation

224
The payoff for having a Vision and setting Goals

• Makes decisions easier.
• Gives you something to look forward to.
• Creates focus. (RAS)
• Shows you your progress.

225
Prepare for the JourneySUMMARY

• Decide where you really want to go.
• Create a clear and specific intended outcome a
  values based Worthy Purpose to live your life
  by.
• Set SMART Goals to achieve your Vision.

226
Launch into Action
227
Some people

• Know where they want to go
• Have a clear Worthy Purpose
• Write down SMART goals
• Accomplish NOTHING !

ACTION
228
Example Marathon

• Read every book.
• Watch successful runners.
• Pick a race.
• Study the course.
• Create a training plan.
• Develop a special diet.
• Buy the best equipment.

229
Passion Vision
Vision Direction
Direction Action Achievement
Consistent Achievement Success
230
The Three Step Secret to Success
1. Decided exactly what it is you want. 2.
Determine what it will take to achieve it.
(5ws H) 3. Focus every bit of energy and
effort on achieving it.
FOCUS / BALANCE
231
Pay the Price
Want
Price
Get / Give / Give Up
Read all Chapters Read Cliff Notes Attend all
Classes Tape Lectures Buy A notes Join Study
Group Visit Professor Tutor Old tests Extra
Credit Skip Tues. HH 1.5 Hrs at gym No TV 3
nights
3.8 GPA
10 Hrs / Week
5 Hrs / Week
2.8 GPA
232
The way to get ahead, is to start now.
William Feather
233
The ten most powerful two-letter words...
If it is to be it is up to me !
234
Launch into Action
A good plan violently executed... is better
then an excellent plan un-acted upon
General A.M. Gray Commandant of the Marine Corps
235
Analyze as you go
236
Information
Family Friends School Church Society
Advertising Work
Assumptions
Attitudes
Reactions
Other People Friends Society
Rules Beliefs Mental Maps
Actions
Behaviors / Focus / Attention
237
RULES
238
A few Key Points

• You created your rules
• They are not necessarily correct
• You can change them at any time
• Your rules are not the same as anyone elses
  rules

Make rules that allow you to win ! Pick people
that will help you win!
239
The most important slide of the day
You become what you focus on and like the people
you spend time with.
240
Something to remember...
You will fail
However, it is how you chose to respond to those
failures and setbacks that will determine your
ultimate success in life.
241
KEY POINT
Responsibility
Response - Ability
The ability to choose your response.
242
Many people never take responsibility, they
blame...