BLACKS IN GOVERNMENT (BIG)

1. BLACKS IN GOVERNMENT (BIG)

2. Shelly L. WarrenGreater New OrleansFormer Region VI Director- National Board of Directors BLACKS IN GOVERNMENT LEADERSHIP MEASURES BECOMING A LEADER

3. BECOMING A LEADER Definitions of Leadership Challenges of Being a Leader Effective Leaders are Empowered Individuals How to Expand Your Personal Empowerment Summary

4. WHAT IS LEADERSHIP?

5. Leaders are ordinary people who accept or are placed under extraordinary circumstances that bring forth their latent potential, producing a character that inspires the confidence and trust of others. Myles Munroe Becoming A Leader, “Everyone Can Do It” BECOMING A LEADER

6. True leadership is born out of a guiding vision and a PASSION to accomplish a noble task, and to inspire others to develop and release their potential. It derives its fulfillment from the success of others. – Personal Sacrifice Myles Munroe Becoming A Leader, “Everyone Can Do It” BECOMING A LEADER

7. Good leadership involves responsibility to the welfare of the group. Some people will get angry with your actions and decisions. It’s inevitable, if you’re honorable. “Being Responsible sometimes means pissing people off.” Secretary of State Colin L. Powell BECOMING A LEADER

8. CHALLENGES OF BEING A LEADER REJECTION CRITICISM LONELINESS PRESSURE & PERPLEXITY MENTAL AND PHYSICAL FATIGUE PRICE PAID BY THOSE CLOSEST TO YOU

9. CHALLENGES OF BEING A LEADER REJECTION One of the most common costs of leadership is the experience of rejection. If you are willing to accept the call to leadership, at times, you may be rejected and misunderstood.

10. CHALLENGES OF BEING A LEADER CRITICISM No leader is exempt! The very nature of effective leadership involves taking a position on issues, making decisions, and determining direction. These will always result in some form of reaction from one’s environment.

11. CHALLENGES OF BEING A LEADER LONELINESS Leadership, at times, is lonely, because you must be out front, ahead of the followers. Also, because the leader is the one with the guiding vision and purpose, he/she sees the end from the beginning and must live both the process and destination, all at the same time.

12. CHALLENGES OF BEING A LEADER PRESSURE AND PERPLEXITY Leaders must face the challenge of the responsibilities and demands that come with leadership. These involve the need to make critical decisions, often under constraints and external pressure.

13. CHALLENGES OF BEING A LEADER MENTAL AND PHYSICAL FATIGUE Leadership places heavy demands on the individual who fills the position. There is no way to become an effective leader and not be affected by its stress, physical demands and mental toll.

14. CHALLENGES OF BEING A LEADER PRICE PAID BY THOSE CLOSEST TO YOU You must be aware of the tremendous cost which will be born by those closest to you (for example, family members). Because leadership demands the giving of oneself to others, your life becomes the property of those whomyou SERVE.

15. EFFECTIVE LEADERS ARE EMPOWERED INDIVIDUALS PERSONALITY CHARACTERISTICS Dedication Persistence Commitment Self-Motivation Self-Responsibility

16. EFFECTIVE LEADERS ARE EMPOWERED INDIVIDUALS NATURAL AND LEARNED COMPETENCIES Education Skills Talents Abilities Strengths

17. EFFECTIVE LEADERS ARE EMPOWERED INDIVIDUALS PROFESSIONAL PERFORMANCE Performance Leadership Customer Focus Teamwork Creativity/Innovation

18. EFFECTIVE LEADERS ARE EMPOWERED INDIVIDUALS PEOPLE MATTER “Organization doesn’t really accomplish anything. Plans don’t accomplish anything, either. Endeavors succeed or fail because of the people involved.” • Secretary of State • Colin L. Powell

19. EXPANDING YOURPERSONAL EMPOWERMENT Assess your present level of personal empowerment. (Be honest. Solicit input from various sources.) Determine whether your performance falls below, meets, or exceeds customer expectations. If your performance is below expectations, assess your level of commitment. (Seriously reexamine whether you are committed to meeting the expectations of your position. If not, make plans for doing something else.)

20. EXPANDING YOURPERSONAL EMPOWERMENT committed, determine the new skills you require. (If your responsibility and accountability expanded with your new/present position, write details about the new skills you require—personal and/or professional skills.) Acquire a mentor/coach to hold you accountable. (Check out the results you produce.) Work to overcome your self-limitations. (Let’s talk about self-esteem.)

21. EXPANDING YOURPERSONAL EMPOWERMENT If committed to expanded empowerment, define a new challenging area of activity. (Describe a project or an area of activity you would enjoy. This should involve significantly expanded responsibility in terms of the acquisition of new personal and/or professional skills.) Proceed and apply steps five and six where difficulties occur. (Get started on the new project; use and learn proven professional methods and knowledge.)

22. LEADERS MUST EMPOWER OTHERS By empowering others, leaders tap unlimited resources available to them by allowing others to: • Use initiative • Be resourceful • Better accomplish the mission • Use teamwork • Take charge • Use common sense and judgment

23. LEADERS MUST EMPOWER OTHERS Leadership has great flexibility in varying the level of empowerment based on the individual’s capabilities and seriousness of the consequences of the individual’s action/inaction. When assessing capabilities, consider the following: • Willingness to accept empowerment • Training • Judgment • Experience

24. LET’S DO AMEMO TO MYSELF EXERCISE

25. WHAT ARE SOME PROBLEMS THAT AN ORGANIZATION MAY FACE WHEN THEY HAVE INEFFECTIVE LEADERS? Workers don’t feel valued Creates negative attitudes Not developing all employees Higher absenteeism Low productivity/poor quality Miscommunication

26. WHAT ARE THE BENEFITS WHEN AN ORGANIZATION HAS EFFECTIVE LEADERS? Workers at all levels feel needed Promotes positive attitudes Utilize all resources Reduce complaints Workers share Ideas Less confusion Shared goals Fosters TEAM building

27. If you are willing to work harder, longer, and more intensely and beyond the call of duty, you will become an effective leader. EFFECTIVE LEADERS

28. Questions ?

29. BLACKS IN GOVERNMENT (BIG)

30. The Basics Of Parliamentary Procedure Blacks In Government Shelly L. WarrenGreater New OrleansFormer Region VI Director- National Board of Directors

31. History First edition Feb 1876 by army General Henry Martyn Robert Over 40 years of fine tuning Robert’s Rules of Order (RROO More than 5 million copies sold in the past 129 years Translated into Spanish, Korean, Russian and more Used by more than 85% of US organizations Now includes electronic meetings, voting, e-mail and the Internet “Robert’s Rules of Order is the greatest book ever written.” – Mayor Richard J. Daley, Chicago 1967

32. What is Parliamentary Procedure?Robert’s Rules of Order (ROO) Method of defining the rules of a fight Creates fair and efficient atmosphere for group decision-making Ensures both minority and majority are heard in discussion It ensures efficient meetings and that all members have a chance to speak.

33. The Main Players The Chair or Presiding Officer’snumber one job is to “keep the main thing the main thing.” They should be impartial, fair and open-minded. They are to keep the assembly or meeting informed of the immediately pending question. They are to allow for full participation of the members to arrive at the best possible solution for the matter at hand.

34. The Main Players Individuals who are expert in parliamentary procedures, rules, or debate are titled parliamentarians. Ensure a quorum is present so business can be legally transacted. Count the number of votes cast in the affirmative or negative. They listen attentively to group decision- making and inform the Chair or Presiding Officer of any actions to comply with RROO.

35. The Basics - 1 To facilitate working together and accomplishing the purpose – not inhibit it. Spirit of fairness, courtesy and good faith are paramount. Only one matter is addressed at a time. Only one person can speak at a time.

36. The Basics - 2 No one can speak a second time until all who wish have spoken for the first time. Members have the right to understand any question presented during a meeting and to understand the effect of their decision.

37. The Basics - 3 Everybody’s vote counts. The majority vote decides the issue. The rights of the minority are protected at all times. Speakers with opposing views should be recognized in turn.

38. The Basics - 4 No debate/discussion is permitted until a motion has been made, seconded, and stated by the Chair. If no limit it set by the organization’s bylaws or rules, general parliamentary rule is 10 minutes per motion. One does not address remarks to another member. All remarks are made to and through the Chair.

39. The Basics - 5 During debate, no member may disturb the assembly by whispering, walking, side conversations, distractions, etc. The Chair may not interrupt the speaker, if rules are being followed and no disorder arises. Debate may be closed only with the consent of the assembly (2/3 vote).

40. The Basics - 6 During debate if a member “calls for the previous question”, it means to close debate. A motion is made to end the discussion. If passed, it puts the pending motion to vote. It is not debatable or amendable and requires a 2/3 vote. When a member states “Division”, it calls for a recount of the vote again. The member needs to be recognized.

41. Chair’ Right to Participate in Debate To participate actively, the Chair must relinquish the Chair to the Deputy Chair of the Assembly who has not participated in debate. The Chair does not return to the Chair position until the pending question has been concluded.

42. What is a Motion?? A main motion is a formal proposal or an action by a member or committee in a meeting that something must be made. Only one main motion should be placed before the assembly at one time. A motion always uses correct grammar.

43. Six Usual Steps to a Motion A member makes a motion after being recognized by the Chair, “I move that…” Another member seconds the motion (a person who wants the topic discussed before the body) Chairs states the question on the motion. “It is moved and seconded that… Is there any discussion?” Chair looks at the maker of the motion to see if he or she wishes to speak first.

44. Six Usual Steps to a Motion Possible debate on the motion. Chair asks for votes. “Are you ready for the question? (if there is no more debate)” “Those in favor, say “aye.” (Pause). Those opposed, say “no.” Chair announces the result. “The motion carried (failed).”

45. To Amend a Motion A main motion has been made, seconded, and stated by the chair. After recognition by the Chair: Member:“I move to amend the motion to…(forms of amending could be to insert, to add, to place at the end, to strike out; to strike out and insert).” Chair: “It is moved and seconded to amend the motion by…. Is there any discussion? Are you ready for the question?” (Debate is on the amendment ONLY, not the main motion). This is no such thing as a “friendly amendment”.

46. To Withdraw - 1 Before a motion is stated by the Chair, it may be withdrawn or modified by the maker without consent of a seconder. After the motion is stated by the Chair, it belongs to the assembly and permission must be given for its withdrawal. The objective is to prevent the vote from being taken and to keep the motion off the record.

47. To Withdraw - 2 A motion may be withdrawn even if it has been amended. A motion may be withdrawn at any time before voting on the question has begun. Any part of a question which has been divided may be withdrawn without affecting the other parts. After a motion has been withdrawn, it is not recorded in the minutes.

48. To Limit Debate After recognition by the Chair: Member: “I move that debate be limited to 2 minutes per person on this motion.” Another member seconds the motion. Chair: “It is moved and seconded that debate be limited to 2 minutes per person on this motion.” (not debatable, may be amended as to the time). “All in favor of limiting debate to 2 minutes per person on this motion, rise (or show of hands). (Requires a 2/3 vote, count, if necessary. Be seated (or lower the hands).” “All opposed, rise (or show of hands). Be seated (or lower the hands.)” “There being a 2/3 vote in the affirmative, debate is limited to 2 minutes per person for this motion.” Sergeant –at-Arms. Will count the number of votes cast by those who are standing or by a showing of hands.

49. To Stop Debate After recognition by the Chair: Member: “I move the previous question.” (on all pending matters.) Another member seconds the motion. Chair: “The previous question is moved on …” This STOPS all debate and amendments and to take a vote at once. “All in favor or ordering the previous question on…rise or showing of hands). “There being a 2/3 vote in the affirmative, the previous question is ordered on …. The question is now on the adoption of the motion to… All in favor of the motion, rise (or show of hands). Be seated (or lower the hands).” “All opposed, rise (count). Be seated (or lower the hands.)” Sergeant-at-Arms: Will count the number of votes cast by those who are standing or by a showing of hands and the number for a 2/3 vote.

50. Point of Order Although the Presiding Officer or Chair has the responsibility of enforcing the rules, any member who believes he/she has noticed a case where the Chair is failing to do so can, at the time the breach occurs, call attention to it by making a Point of Order (or raising a question or order, as it is sometimes expressed). The effect is to require the Chair to make a ruling on the question involved.