Welcome to: Chapter Support & Leadership Training

2008 1

Gerry Borden

26941 – 27 B Avenue Aldergrove, BC Canada V4W 3E5 H: 604-857-0789 / W: 604-513-4783 HEmail: [email protected]

WEmail: [email protected]

2006-07: Evergreen District President 2004-05: Evergreen District EVP 2000-04: Evergreen District VP CSLT 2002-Present: Society CSLT Committee 2003-Present: CSLT COTS Subcommittee – CSLT Track Advisor 2

Core Course Content

 Introductions  Role of the Chapter Counselor  Communication  Presentation  Team building  Problem Solving  Resources 3

Introduction

 Who are you? Where are you a member?

 How many years have you been a barbershopper?

 How long have you been a Chapter Counselor?

 What skills do you bring to this position? (Career, other organizations)  What do you expect from this weekend?

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Introduction (cont.)

Experienced CC

 what has/has not worked in your CC  to what do your chapters best relate and

New CCs

 why are you here?

 what gaps do you believe exist at the chapter  level?

you as a CC?

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A Chapter Counselor is a person who …

• has some relationship training • has a positive and caring attitude • has communication skills • is committed to developing a long-term relationship with a chapter • is willing to undertake ongoing training • is willing to accept feedback • is willing to take “risks” and be “creative” 6

Issues and Concerns

 Share an issue / concern identified with one of your chapters.

 How have you tried to address this issue / concern?

 What barriers have you faced in resolving this issue / concern?

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Exercise

 Design a flag/crest  Use ideas/concepts associated with our Society and the chapters you serve  How can you best represent the role you play 8

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SKILLS and ABILITIES

 Communications  Listening  Presentation  Conflict management  Change management  Personality profiling  Motivation / Inspiration  Consensus building 10

A Communications Model

1.

2.

3.

4.

a.

b.

c.

a.

b.

c.

Sender Give clear, concise, consistent messages Make messages constructive Deliver messages with confidence Message Receiver Listen carefully Ask questions Paraphrase to assure clear understanding a.

Feedback Encourage good performance with praise and emotion (increased effect when done in front of others) 11

Listening

 Everyone thinks they listen to others – we don’t really listen  We are often “in” our own heads – with fears, prejudice, and solutions (filters)  Realizing you are not listening is the first step to listening  True listening creates opportunities for relationships and actions by allowing people to be fully self-expressed 12

Positive Communications

L A D D E R

ook at the person sk questions on't interrupt on't change the subject mpathize and

E

ncourage espond appropriately - verbally & non-verbally

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Presentation Skills

       Determine subject of the presentation Identify the best way to present the material  Newsprint (Flip Charts)  Overhead Projections (Transparencies/Viewgraphs)  Powerpoint presentations  Lecture Know the Material Rehearse presentation in the mirror Have good handouts Project positive enthusiastic attitude during entire presentation Answer questions 14

“The Five Dysfunctions of a Team”

– Patrick Lencioni

Absence of Trust Dysfunction #1: Absence of Trust - Strategy for Overcoming: • Identify and discuss individual strengths and weaknesses • Spend considerable time in face-to-face meetings and working sessions 15

“The Five Dysfunctions of a Team”

– Patrick Lencioni

Fear of Conflict Absence of Trust Dysfunction #2: Fear of Conflict - Strategy for Overcoming: • Acknowledge that conflict is required for productive meetings • Understand individual team member’s natural conflict styles, and establish common ground rules for engaging in conflict 16

“The Five Dysfunctions of a Team”

– Patrick Lencioni

Lack of Commitment Fear of Conflict Absence of Trust Dysfunction #3: Lack of Commitment - Strategy for Overcoming: • Review commitments at the end of each meeting to ensure all team members are aligned • Adopt a “disagree and commit” mentality—make sure all team members are committed regardless of initial disagreements 17

“The Five Dysfunctions of a Team”

– Patrick Lencioni

Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Dysfunction #4: Avoidance of Accountability - Strategy for Overcoming: • Explicitly communicate goals and standards of behavior • Regularly discuss performance versus goals and standards 18

“The Five Dysfunctions of a Team”

– Patrick Lencioni

Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Dysfunction #5: Inattention to Results - Strategy for Overcoming: • Keep the team focused on tangible group goals • Reward individuals based on team goals and collective success 19

Developing a Vision Statement

 Q: When people hear or see your chapter/chorus name, what will they think/feel?

 Q: When people hear or see your chapter/chorus name, what do you want them to think/feel?

   Take the words and phrases and form them into a simple, single sentence. Can each member live with this statement? If not, what changes are required?

Come to consensus (I can support this vision).

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What’s our Mission?

 Identify 2 to 5 major areas that address the work that you do.

 The mission is directed by the Vision.

 Each mission will generate several goals, goals will generate action plans.

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Enrolling Others in Your Vision

 Enrollment is not selling or convincing or about getting someone to do something you “own”  Enrollment is authentic and passionate  Enrollment is generating “possibility” in another such that they step into that possibility with commitment and act.

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Solving Chapter Problems

• Connect the dots with 4 straight lines • Connect the dots with 3 straight lines Draw this figure without crossing any lines or lifting the pen/cil.

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Solving Chapter Problems

     

Identify the problem Analyze the problem/review the data Identify resources for solving the problem Develop an action plan Analyze the results Revise as required

Resources

What’s Online?

(Live link to the internet) 

Primary Documents

       Society Vision Statement http://www.spebsqsa.org/web/groups/public/documents/pages/pub_cb_00216.hcsp#P-7_0 The Chapter Management Guide http://www.spebsqsa.org/web/groups/public/documents/native/id_012674.pdf

Society Operations Manual http://www.spebsqsa.org/web/groups/public/documents/native/cb_00098.pdf

Rules and Regulations Handbook http://www.spebsqsa.org/web/groups/public/documents/native/cb_00100.pdf

Membership Application and Dues Calculator: http ://www.spebsqsa.org/web/groups/public/documents/native/cb_00006.pdf

Five Reasons to Use a Chapter Counselor http://www.spebsqsa.org/web/groups/public/documents/pages/pub_id_059603.hcsp

Chapter Meeting Program Guide http://www.spebsqsa.org/web/groups/public/documents/graphics/pub_meetingsguide.pdf

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Society Resources

• Fellow Chapter Counselors • District Officers • Chapter Officers • On-line Society web page • District web pages (from all 16 districts) • Society publications (including music, manuals, videos, tapes) • Society Staff Members • Society Committee Members • Society Officers • Society Judges and Coaches • Harmony Marketplace 26

Document Resources

      Society Operations Manual Chapter Management Guide Rules and Regulations Handbook Chapter Meeting Program Guide Chapter Officer Manuals Operational Manuals and Guides  Singing Valentines  Services Chairman  Music Leadership Team  Quartetting      Standard Chapter Bylaws Chapter Code of Regulations Licensing Kit Activity Scripts Chapter Survey Forms 27

As a Chapter Counselor, you will ALWAYS be…

Make it count!

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