What does leadership mean to you?

1. Leaving Your Leadership Legacy What does leadership mean to you?

2. Introductions

3. Goal of this Session • Defining leadership while incorporating qualities that a leader should exemplify • Identifying ways to shift our actions and thoughts to be more accountable

4. What does Leadership mean to you? • Empowering • Responsible • Trustworthy • Motivating • Guidance • Open minded • Approachable • Loyal • Dependable • Honest • Unbiased • Flexable • Understanding • Good communicator • Role model • Patience • Knowledgable • Considerate • Team player • Goal oriented • Confidience • Determination • Respected • Empatic

5. What does Leadership mean to you? • In groups of 3-4, create a definition of leadership using at least 5 of our adjectives • Be realistic • Think about the following questions: • What type of leader do I want to be? • What type of leader would I want to follow? • Who inspires me as a leader?

6. What does Leadership mean to you? Being a role model, while being loyal and honest. A leader should be motivating while being goal oriented and a team player. A leader is a role model who is open minded and approachable while guiding their constituents to effectively achieve the common goal. A leader is someone who inspires others, their open mindedness makes the person approachable as well as considerate of other views and ideas. They help guide their group with goals they want to reach and they’re a role model to the group. An unbiased motivator and supporter of peers and sisters. Empowering others to want to lead through motivation. Being open minded and understanding towards the needs of others. Being able to make unbiased decisions that would benefit an entire organization.

7. What does Leadership mean to you? An open minded leader should be responsible, approachable, dependable and above all honest. A leader should be able to communicate assertively but not aggressively, be firm in their decisions, confidence in their actions and patient in any situation. A leader is an empowering and confident role model who has the knowledge to communicate with others in a respectful and honest manner. A leader to us Is someone who would no compromise their integrity. To remain unbiased and empathetic. It is someone who we can respect due to their abilities to be responsible and hold themselves accountable. Whose guidance allows us to look up to them.

8. As Leaders we... • Need to be able to give feedback as well as receive it • Feedback is LOVE • Meet the needs of our members • Take responsibility for our thoughts and actions

9. Leaders Hold Themselves Accountable • As chapter officers we need to hold ourselves accountable, especially with communication. • As chapter officers, you are called to be women of leadership and integrity. • Women of Justice, Wisdom, Loyalty, Honor, Faith, and Truth.

10. Have you thought this way before? • “I’m not doing it, that’s her job” • “She dropped the ball on this fundraiser. It really is a disaster.” • “No one ever goes to any events besides our own. I’m the only one who actually goes.” • “Why can’t she just do it the way I told her to do it?”

11. Change your way of thinking • Externalizing to Internalizing the need for change • Blaming Others to Taking accountability • Doing the Job to Achieving the Result • Working in Silos to Collaborating • Telling People What to Do to Engaging the Hearts and Minds of People

12. Change your way of thinking You are going to become the experts • In groups, read through the definition and scenario • Come up with how you would change your way of thinking • Be ready to explain your situation to the group

13. Externalizing vs. Internalizing the Need for Change • Most people are quite skilled at recognizing there is a problem but not seeing their own roles in it. For example, “I sure wish people wanted to be at chapter” or, “I wish my exec board would answer their emails.” People inherently struggle with the ability to define themselves within the problem. An accountable mindset is one that says, “If I’m part of the problem, I’m part of the solution.” As a chapter officer, how can you change those things or make your sisters feel heard? • Externalizing: I can’t believe sisters aren’t attending chapter meetings; it’s not fair to me or the chapter. • How can you internalize this?

14. From Blaming Others to Taking accountability • Human nature drives people to blame others when things are going wrong. For some organizations, the Blame Game has become so commonplace that it becomes not only accepted but expected when someone doesn’t deliver. Organizations that are able to instill a Culture of Accountability are able to take all of the time, energy and resources employed in the Blame Game and channel them into a consistent focus on the organizational results. • Blaming: Cooperation points came back and there were 5 reports missing. Secretary says that she did not receive any reports from those chairpersons when they were due. • How can the Secretary take accountability?

15. From Doing the Job to Achieving the Result • Most leaders are fairly capable when it comes to creating accountability for activity levels. Look at sororities: If you don’t show up, we fine you or you go to standards. Less common is a leader who has created accountability around organizational results – a key shift in Creating A Culture Of Accountability. What if the focus was also on the positives in your chapter instead of consistently paying attention to the women who are headaches? • Doing the job: Going to Philanthropy walk so I don’t get sent to Standards Board. • How can you achieve the result?

16. From Working in Silos vs. Collaboration • You work as an Executive Board to complete tasks and have the chapter function. You are your own silo – what would your chapter be like if you fostered a chapter culture of collaboration so that everyone wanted to work for the common good. • Working in Silos: The executive board is planning recruitment. They are creating t-shirts, picking themes and the decorations. They do not want to get the chapter involved because they just want to get the planning done quickly with no headaches. • How can the chapter work as a collaboration?

17. From Telling People What to Do to Engaging the Hearts and Minds of People • The “Tell Me What to Do” Culture is a culture where people check their brains at the door, punch the clock, and check off the list of activities that define their job. This activity-oriented mentality tends to be devoid of pro-activity because, “No one is telling me what to do” A critical shift is engaging the hearts and minds of people instead of just their hands and feet. • Telling: The President barks orders at chairpersons of what she wants to see them do during a meeting; The bare minimum requirements are being met if at all. • How can you engage the hearts and minds of your chapter?

18. Bringing this back to your Chapter • It can be difficult when you go back to your chapters • You need to make that first step to improve the way of thinking for your executive board and chapter • You will hit difficulties but they are learning experiences for the chapter • If you are already doing this, great!! Make sure you set up the future of the chapter to continue this way of thinking.