Leadership Library - General Leadership Skills
Much
of the content of the following pages is based on the University
of Michigan Student Organizational Development Center's "Resources
for Leadership and Organizational Development", copyright 1988.
Many thanks to our colleagues for sharing their publication
materials.
To be involved or not to be involved?
To get a degree or an education? The decision is yours. If you answered to be
involved and to get an education you are on your way to being a Susquehanna Leader.
Any active student involved in student groups or volunteering in the community
can attest to the learning acquired and the satisfaction experienced through involvement.
The advantages of our small campus are the many diverse opportunities offered
to all students. Whether you wish to explore a new activity, widen your circle
of friends, or promote knowledge of a cause, there is probably an opportunity
in existence; if not, establishing your own organization or activity is made possible.
WHAT ARE THE BENEFITS?
To You
- self development, personal growth.
- small groups with similar interests.
- increased leadership skills and
values, such as: problem - solving, decision - making, team building, communication,
organization, and responsibility to society.
- larger diverse group of friends.
- balance for your academic life.
- valuable campus and community
contacts.
- resume builder.
- employment advantage after graduation.
To the University
- involved and informed students.
- resources to address issues and
concerns.
- satisfied students.
To the Community
- valuable services.
- college graduates with leadership
qualities and abilities.
- future leaders with knowledge,
skills, and integrity.
College provides the best setting for
you to explore your potential, take more risks, and try new experiences and ideas.
Don't hesitate - - - - GET INVOLVED NOW!
*information cited from; Student Organization Development Center, The Michigan
Union.
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CONGRATULATIONS! You've just been elected
as a student leader, with the responsibility of the whole organization at your
hands; scared? Don't be. You've finally received the position that you've wanted
and deserved. Every leader wants to be the best leader, doing everything perfect
the first time, having no mistakes made by you or the organization. Nice intentions,
but we all know that is highly unrealistic. People are fallible; mistakes will
inevitably be made. Here is some information to get you thinking so that you may
avoid some of the common pitfalls and help to assure a smooth start in your new
position. So, relax, enjoy and read on!
DOWN TO FUNDAMENTALS
| IF: |
THEN: |
| You need more information
on leadership |
See the Director of the Degenstein
Campus Center. |
| You are recognized as a student
organization on campus |
You may be eligible for or
have access to:
- Mailbox in Campus Center
- Copy card in Campus Center
Office
- Information tables in
Campus Center
- Meeting space on campus
- SGA funding
|
| You want to learn more about
the effective leadership conferences and institutes and other programs
and services |
Check at the Campus Center
Office. |
| You have an office in the
campus center |
Has your organization's key
list at the Campus Information Desk been updated? |
| You have a University account |
Stop by the Business Office
to make sure it is in order. |
| Your organization has a treasurer |
Are your financial books updated? |
| Your organization has an historian |
Have the "old officers" given
a report to the historian? |
| Your organization has a secretary |
Does s/he have everything
s/he needs from the previous secretary (e.g. meeting minutes, etc.)? |
| You would like to have a smooth
running organization |
Do the officers have a written
description of their responsibilities from the "old" officers? Are the
descriptions completely understood? |
| Your organization needs to
make purchases as a non-profit group |
Stop by the business office
to find out how to use tax exempt forms. |
| You want to get in touch with
your organization's members |
You must have their correct
addresses and telephone numbers. Remember to get their summer addresses
too. |
| You want to reserve a room
in a campus building or use a dozen other University services |
Go to the Campus Center to
complete a reservation form. |
| You want to advertise on campus |
Stop by the Campus Center
Office to pick up a copy of the University Posting Policy (see Appendix
A) |
| You want to reserve a van
for a University field trip |
Call Julie Waltman at Selinsgrove
Hall (372-4183) |
DECIDING ON A STYLE OF LEADERSHIP
The style of leadership that you choose will have a tremendous impact on your
organization. You want to develop a style that you feel comfortable with and that
will motivate the members of your organization to achieve the group's goals. What
might prove helpful is to examine the styles of the previous officers. Write down
what you like and dislike about the method in which goals were or were not achieved,
and why. By doing so, you can discover what you believe is important to the organization.
For instance:
- Are you people-oriented (concerned
mainly with how your members are doing, how they feel)?
- Or are you task-oriented (concerned
with what your members are doing, are group goals being reached)?
- Do you place fellowship (camaraderie)
high in your priorities?
- What would you suggest the group
goals to be?
- Do you feel all the other members
should have input in deciding the organization's goals?
- Or just the group's officers?
- How will goals be achieved? By
setting up different committees (e.g., fellowship committee, rush committee,
blood drive committee)?
- Is officer cohesiveness important
to you?
- Ultimately, which method (i.e.,
"tell and have done," participative, etc.) - in your judgment - would help
the organization accomplish its goals most effectively in each situation?
Hopefully this handout has helped you
to feel more prepared for your upcoming responsibilities. You can now face your
position as a student leader with anticipation and confidence! Remember that others
elected you because they believed you possessed the ability to do well. Knowing
this should make believing in yourself easier. Emerson once said, "self-trust
is the first secret of success". And he is right. So, relax, be yourself, believe
in yourself and enjoy the challenge!
*information cited from; Student Organization Development Center, The Michigan
Union.
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Being a member of a student organization
enriches your years at Susquehanna University in many ways. The good friends and
good times help transform what is sometimes an overwhelming institution into a
place you can call "home." Student organizations also give you opportunities to
explore new interests, develop skills, enhance your academic program, and have
an impact on the University community. Get involved! But with over 100 organizations
on campus, you may wonder how to find the best group for you. You've made a good
start by starting the investigation process here. We have helpful staff and lots
of information to start you on your way. Our advice is to first consider:
WHAT'S IMPORTANT TO ME?
Ask yourself some of these questions:
- What am I looking for in an organization?
- Do I primarily want to make new
friends?
- Do I want to work on something
I believe in?
- Do I want to explore something
new?
- Should I be in a group that relates
to my major or career choice?
- Do I want a real break from my
academics?
- Shall I continue an interest
from high school?
- Do I want to be of real service
to the campus or community?
- Do I want to help make things
happen?
- How much time do I have for an
organization?
- Are there financial considerations?
WHAT KINDS OF GROUPS ARE THERE?
Susquehanna University is a melting pot of people, ideas and concerns. There are
many organizations in each of the following categories:
- Academic Interest Organizations
- Athletic Organizations
- Greek Social Fraternities and
Sororities
- Multicultural Organizations
- Professional and Honor Societies
- Religious Life Organizations
- Special Interest Organizations
- Student Programming Groups
- Student Publications and Media
- Volunteer/Service Organizations
HOW DO I GET MORE INFORMATION?
CAMPUS OFFICES: The Campus Center Office has lists of contact people, meeting times
and places, and purposes for many student organizations. Other sources of information
include:
- Campus Information Desk, 1st Floor,
Degenstein Campus Center (372-4225)
- Student Life Offices - Dean of
Students, Residence Life, etc. (372-4133 or 372-4134)
- Athletics Office (372-4270)
- Multicultural Affairs Center (372-4302)
- Center for Service Learning and
Volunteer Programs (372-4139)
PUBLICATIONS:
- Crusader (372-4298)
- A Page of Our Own - (Women's Resource
Center) (372-4198)
- The Insider - (Faculty & Staff)
(Public Relations Office, 372-4119)
- Community Clipboard - (Residence
Life) (Ken Peress, 372-4138)
OTHER HELPFUL PEOPLE AND PLACES:
- Head Residents
- Professors
- Resident Assistants
- Classmates
- Minority Peer Advisors
- Campus Center Display Case
- Banners
- Bulletin Boards
- Members of Organizations
- Academic Buildings
- Campus Center
- Residence Halls
HOW DO I TAKE THE PLUNGE?
First of all, remember that most organizations are far more nervous
about recruiting you, than you may be about joining them. They really do want
new members and are very eager to answer your questions and explain their activities
and purposes. Most groups have "Mass Meetings" at the beginning of each term.
These are open to any interested student. You're under no obligation to join the
group if you attend - it's simply a chance to get more information and for the
group to learn of your interest. If you miss a mass meeting or find out about
a group during the year, call a contact person and ask when the next meeting is.
If meeting times and programs are posted, you can always assume you're welcome.
Of course, some organizations, such as honoraries, fraternities and sororities,
have selected memberships, so be sure to find out the particulars in those cases.
Once you've joined an organization, don't just sit back and wait for something
to happen. Introduce yourself to people, ask questions, express ideas, and be
sure to volunteer your time and energy. You won't feel like a real member of a
group until you're a contributing member.
*information cited from; Student
Organization Development Center, The Michigan Union.
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Have you ever asked yourself
how some people are able to work so many different activities into their schedules
while you barely seem to be able to find the time to attend classes? Are they
smarter? Doubtful. More organized? Probably. Better at managing their time? Likely.
Time management is important to any person, but particularly to student organization
members and leaders. Involvement in co-curricular activities means that in addition
to classes, homework, meals, jobs, and socializing, another significant chunk
of time is taken up with organizational obligations. This section is designed
to provide you with some suggestions on how to more effectively manage your time.
It is important to note that time management is a personal skill; only you know
your peak work hours, your attention span, your eating and sleeping needs - your
limitations, which must be planned for. The following three tips are important
to remember. Whatever method works for you is the "right" one.
THE BIG THREE
The three steps to effective time management are:
- Organize
- Prioritize
- Schedule
ORGANIZE
Ideally, you should make a list each morning of everything that you
want or need to do for that day. Do not plan out every minute and don't even think
about which task is most important, just write them all down. Some people find
it more helpful to list their "things to do" in 5 to 7 day groupings. In this
way they can plan for longer projects and get a better sense of their week. Whichever
method you choose, keep in mind that everyone has good and bad days. Don't scold
yourself if you don't accomplish everything, just add the uncompleted tasks to
your next list and get them done.
PRIORITIZE
After you have recorded these "things to do," go back over the list
and rewrite in priority order which things you need/want to do at the top and
less important/pressing tasks at the bottom. Keep in mind due dates, commitments
you have made, and whether or not these tasks involve others. If the items are
for class, it is important to consider how much of the final grade they are worth.
How you choose to prioritize is a very personal matter. What is important is that
you are responsible with your priorities.
SCHEDULE
The last thing to do is to take this list and begin to work these
"things to do" into your schedule. Don't plan every minute of your day. Remember
to leave room for breaks, socializing and those unexpected things that pop up.
There's no use making a schedule that is impossible to follow. Try these suggestions,
see what works for you best, and then be sure to integrate them into your lifestyle.
Learning effective time management now will help you throughout your personal
life and professional career.
*information cited from; Student Organization Development Center, The Michigan
Union.
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As a leader, you must understand
your own motivations as well as those of your group members. Are they participating
in your organization to become more knowledgeable about a specific academic or
professional field? Is their participation a recreational or entertainment outlet
- a relief from the rigors of studying?
If you can determine the source of an individual's motivation, you can begin to
unleash his or her energies and ideas and maximize that member's potential for
both you and the organization.
Give your members an accurate view of the situation. Be honest. Listen and respond
to the questions t hey raise. Most important, create an environment in which they
feel free to raise questions.
As a leader, learn to look beyond a person's current abilities and identify any
potential that needs developing.
You can increase a person's motivation:
- By increasing the rewards they
anticipate receiving and,
- By reducing the psychological
time or resource costs they anticipate incurring.
Give members an opportunity to use individual
talents to the benefit of the organization. If someone is an advertising major,
ask them to coordinate your publicity campaigns.
Be positive. Be appreciative of suggestions made by committee members. If you
seem indifferent to members' opinions, your committee may lose interest.
Start delegating small tasks to your members. As they are successful in carrying
out these tasks, give them more responsibility. Encourage them to make their needs
known to you.
The following methods of motivation tend to have "universal" application, too.
Try these with all your members:
- Use people's names often.
- Build prestige into jobs by giving
titles.
- Be courteous and respectful.
- Give individual attention and
demonstrate that you understand members and accept their strengths and weaknesses.
- Keep members informed--what they're
not up on, they're likely to be down on.
- Listen to others.
- Be fair, honest, and consistent--show
no favoritism.
- Provide honest feedback--praise
their successes publicly, and privately give constructive criticism to them
learn from their mistakes.
- Involve members in goal-setting
and decision-making.
- Clarify your expectations of members
and their expectations of you.
- Occasionally serve food and drinks
at your meetings.
- Have a contest and give a small
prize to the person who designs the best program, etc.
- Use teambuilding activities to
re-energize the group and strengthen loyalty and commitment.
(People will work harder for other people
than for an impersonal entity called an organization.)
Motivation comes from inner needs, drives and goals. As a leader, your task in
motivating others is to tap into these to supply a channel for their fulfillment.
The individual members must do the rest.
*information cited from; Student Organization Development Center, The Michigan
Union.
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As you have probably already discovered,
that as much as you'd like to, you can't do everything. So how do things get done?
Well, delegation is the key to a successful organization. Sharing responsibilities
keeps members interested and enthusiastic about the group. You might be reluctant
to delegate because you want to make sure the job is done right (your way). But
that can make members feel unimportant and become apathetic. Here are several
good reasons to delegate:
The group benefits by having:
- Members become more involved and
committed.
- More projects and activities undertaken.
- A greater chance for projects
to be completed.
- Increased opportunities for members
to develop leadership skills.
- More of a chance to fill leadership
roles with qualified, experienced people.
- The organization runs more smoothly.
The leader benefits by:
- Not being spread too thin and,
therefore, being less likely to burn out.
- Gaining satisfaction seeing members
grow and develop.
- Acquiring more experience in executive
and administrative functions.
AN APPROPRIATE TIME TO DELEGATE
IS WHEN:
- There is a lot of work.
- A member has particular qualifications
or interest in a task.
- Someone can benefit from the responsibility.
- Routine matters need attention.
- Details take up too much time
and have to be divided.
THE TIME NOT TO DELEGATE IS WHEN:
- The task is something you yourself
would not want to do (menial work) - recruit help.
- Someone is underqualified or overqualified
for the task.
- The work is your own specified
responsibility.
- The area is big or is an unsolved
problem, issue or matter dealing with the personal feelings of another or
with confidentiality - the "hot potato."
In all cases, you should frequently
show an interest in the progress of all projects.
THERE ARE MANY WAYS TO DELEGATE:
- Ask for volunteers by a show of
hands or passing a sign-up sheet. (Interest is a great motivator!) However,
this method can be impersonal and you could be "stuck" if no one signs up.
- Appoint or suggest someone. Sometimes
a member lacks self-confidence and won't volunteer; appointing them demonstrates
your confidence in them.
- Assign through a committee. This
takes the pressure off an individual and reinforces organization structure.
- Pleading, threatening, intimidating,
flattering, guilt tripping are not generally recommended. Never beg.
"Best-fitting" a person with the task is the most effective. Try to spread the
enjoyable and responsible tasks around, giving more members status and value.
GUIDELINES FOR EFFECTIVE DELEGATION
- Choose the appropriate people
by interviewing and placing your members carefully. Consider their time, interest,
and capabilities. Specific responsibilities to be delegated to a particular
person must be appropriate for the growth of that person at that time. A resource
survey may be helpful at the beginning of the year. It may even be helpful
to set up a database.
- Explain why the person(s) was
(were) selected for this task.
- Delegate segments that make sense;
not bits and pieces of a task.
- Discuss the task at hand. Discuss
ideas; mutually set goals and objectives. Whenever possible, give those who
will be responsible for carrying out a program a voice in the decision-making.
Do not l ower standards; don't insult your people!
- Define clearly the responsibilities
being delegated to each person. Explain what is expected of the person(s)
and what the bounds of authority are. Be sure agreement is reached on areas
where the person can function freely. The end result is important, not the
various steps. Everyone accomplishes tasks differently.
- Give accurate and honest feedback.
People want to know how they're doing and they deserve to know. This is both
an opportunity for giving satisfaction and encouraging growth. Allow for risk-taking
and mistakes.
- Support your officers and committee
chairs by sharing information, knowledge, and plans with them.
- It is incredible how many errors
are made simply because of a lack of information. Share their failures as
well as successes.
- Really delegate. Most responsible
people do not appreciate someone looking over their shoulder, or taking back
parts of their assignment before they have a chance to do it. As a leader,
it can be hard for you to "let go;" you like being a doer. Let them do the
job! Delegating does not eliminate work, it simply changes it. As you delegate
appropriately, a multiplier effect occurs; the time spent doing one job can
be spent enabling several people to do numerous jobs.
- Stress the importance of evaluation.
You must not overlook the need to evaluate and measure the extent to which
your actions conformed to your plans, if the plans went well, or if the original
plans were appropriate and worthwhile. Use appropriate feedback techniques.
One of your most important roles as a leader is to help your members to learn
and grow through both their successes and their failures!
Your members are your greatest resource.
Let them create, and let them put their creativity into action!
*information cited from; Student Organization Development Center, The Michigan
Union.
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Your year as an officer is coming to an end, and new officers are being selected.
How do you leave your position gracefully? How do you ensure that the new officers
are as ready as they can be to continue to provide your organization with strong
leadership?
A thorough leadership transition plan has several benefits:
- Provides for transfer of significant
organizational knowledge.
- Minimizes the confusion of leadership
changeover.
- Gives outgoing leaders a sense
of closure.
- Utilizes the valuable contributions
of experienced leaders, usually the most neglected members in your group.
- Helps incoming leadership absorb
the special expertise of the outgoing leadership.
- Increases the knowledge and confidence
of the new leadership.
- Minimizes the loss of momentum
and accomplishments for the group.
WHEN DO YOU START? EARLY!
- Begin early in the year to identify
emerging leaders.
- Encourage these potential leaders
through personal contact, help in developing skills, delegating responsibility
to them, sharing with them the personal benefits of leadership, clarifying
job responsibilities, letting them know that transition will be orderly and
thorough, and last, modeling an open, encouraging leadership style.
- When new officers have been elected,
orient them together as a group with all the outgoing officers.
- This process provides the new
leaders with an opportunity to understand each other's roles and to start
building their leadership team.
- Be sure to transfer the knowledge
and information necessary for them to function well. An organization history
and flow-chart might be helpful.
What do you need to get started?
Think back to your first weeks. Do you wish someone had told you about:
- Effective leadership qualities
and skills.
- Problems and helpful ideas, procedures,
and recommendations.
Do you regret that no one found the
time to:
- Write and share reports containing
traditions, ideas or completed projects; continuing projects and concerns;
or ideas never carried out.
- Go through personal and organizational
files.
- Acquaint new officers with physical
environment, supplies, and equipment.
- Introduce related personnel (advisors,
contacts, etc.)
- Share anything else that is important
to know.
Do you wish that there had been a complete record of the organization's structure,
goals, and accomplishments (through complete and organized files):
- Constitution and By-laws
- Organizational goals and objectives
for previous year(s)
- Job descriptions/role clarifications
- Status reports on ongoing projects
- Evaluations of previous projects
and programs
- Previous minutes and reports
- Resources/contact lists
- The Campus Center Office handouts
- Financial books
- Mailing lists
Be a good, conscientious leader by providing
your successor with these things.
*information cited from; Student Organization Development Center, The Michigan
Union.
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