Welcome to: Chapter Support & Leadership Training

1. Welcome to: Chapter Support & Leadership Training 2008

2. Gerry Borden 26941 – 27 B Avenue Aldergrove, BC Canada V4W 3E5 H: 604-857-0789 / W: 604-513-4783 HEmail: gborden@uniserve.com WEmail: gerry.borden@pc.gc.ca 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

3. Core Course Content • Introductions • Role of the Chapter Counselor • Communication • Presentation • Team building • Problem Solving • Resources

4. 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?

5. Introduction (cont.) Experienced CC • what has/has not worked in your CC experience? • to what do your chapters best relate and react? New CCs • why are you here? • what gaps do you believe exist at the chapter level? • what expectations do your chapters have for you as a CC?

6. 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”

7. 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?

8. 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

10. SKILLS and ABILITIES • Communications • Listening • Presentation • Conflict management • Change management • Personality profiling • Motivation / Inspiration • Consensus building

11. A Communications Model • Sender • Give clear, concise, consistent messages • Make messages constructive • Deliver messages with confidence • Message • Receiver • Listen carefully • Ask questions • Paraphrase to assure clear understanding • Feedback • Encourage good performance with praise and emotion (increased effect when done in front of others)

12. 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

13. Positive Communications L ook at the person A sk questions D on't interrupt D on't change the subject E mpathize and E ncourage R espond appropriately - verbally & non-verbally

14. 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

15. “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

16. “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

17. “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

18. “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

19. “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

20. 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).

21. 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.

22. 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.

23. 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.

24. Solving Chapter Problems • Analyze the problem/review the data • Identify resources for solving the problem Identify the problem • Develop an action plan • Analyze the results • Revise as required

25. 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

26. 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

27. 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 Document Resources

28. As a Chapter Counselor, you will ALWAYS be… Make it count!