Advanced study guide 5 21 13 (final) by Jacqueline Davis

ZETA PHI BETA SORORITY, INCORPORATED

ZETA ORGANIZATIONAL LEADERSHIP PROGRAM A Leadership Investment Strategy

Advanced Study Guide Mary Breaux Wright International Grand Basileus Dr. Nell Ingram, Chair Dr. Rosie Pridgen, Co-Chair This material cannot be duplicated in whole or in part without the permission of the International Grand Basileus of Zeta Phi Beta Sorority, Incorporated. All rights for use of this material are restricted.

TABLE OF CONTENTS Goals of the Current Administration………………………………………………………………...

About the Guide……………………………………………………………………………………….

Participation Certification and Declaration Form……………………………………………………

Telling the Story………………………………………………………………………......................

Introduction: Common Sense: Essentials for Quality Leadership………………………………….

Certification Training Objectives ……………….…………………………………………………..

Quick Glance Chart …………………………………………………………………………………

Pre-Conference Assignments…………………………………………………………………………

Leadership…………....................................................................................................................

Learning Styles……………………………………………………………………………………….

“Finer Women Don’t Haze”........................................................................................................

What is Hazing?......................................................................................................................

Zeta Phi Beta Sorority Official Statement Against Hazing……………………………………..

Bill of Rights……………………………………………………………………………………..

Policy Against Hazing……………………………………………………………………………

MIP Training In-Basket Activity…………………………………………………………………….

Partnerships and Affiliations…………………………………………………………………………

ZOL Steering Committee…………………………………………………………………………….

Addendum: Tools of the Trade of Leadership………………………………………………………

References……………………………………………………………………………………………..

GOALS OF THE CURRENT ADMINISTRATION 2012-2016 

To examine the options for meeting our financial obligations on National Headquarters by meeting with our financial team and financial advisors for the best desired outcome for our Sorority

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To survey the repairs needed at National Headquarters

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To provide online services, which include the submission of new members fees, and implement online banking at national headquarters so we can operate more efficiently by paying our bills online

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To implement a National Emergency Plan manual to ensure the safety of our sorors, auxiliary members, and our National Headquarters staff, in the event of a mandatory evacuation or a high-level security threat

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To incorporate an S.O.S. (Sisters Outreaching to Sisters) policy which will assist in the relocation and placement of sorors and auxiliary members who are evacuated due to a natural disaster

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To update our history book to preserve the legacy of our Founders and include facts and accomplishments that have occurred since the last publication

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To utilize cutting–edge technology when communicating with the sisterhood through interactive sessions so everyone can remain informed, even those who are incapacitated and home-bound

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To manage Zeta’s image online and in print media by appointing a national public relations and marketing team

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To develop a communication tool, specifically designed for military sorors, that will connect them to a region, and keep them informed, regardless of where they are deployed or stationed

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To establish a program for Elder Care and Abuse that will educate the community on caring for our elders through information disbursement and buddy programs

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To establish programs for Healthy Living that will educate sorors and those in our communities to make better life choices and fight illnesses such as stroke, diabetes, heart disease, high blood pressure and reduce the risk of cancer

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To adopt schools in local areas which lack resources by assisting with tutoring, studying skills and increasing standardized test scores

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To ensure that Zeta’s wells are properly functioning in Africa and to make certain portable water is still accessible

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To review the ZOL criteria and ensure adequate resources are provided that will prepare and equip sorors for leadership

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To increase Zeta’s financial membership by 15%; this includes new membership and reclamation

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To review the Membership Selection Intake Process and develop a plan for improvements and/or adjustments needed to ensure that all new members are adequately trained

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To appoint a national necrology chair to maintain a national registry of triumphant sorors and send a national resolution to chapters of triumphant sorors.

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To host a national undergraduate retreat, led by the National Third Anti-Basileus, to enhance the bond of sisterhood, teach the proper protocol for handling Zeta’s business and prepare undergraduates for the graduate chapter experience

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To mandate Advisors training for undergraduate advisors to properly implement Zeta’s protocol for chapter management and to make certain that it is relevant and current

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To mandate Amicae training for Amicae sponsors to ensure they are adequately trained and that Zetas support Amicae with attendance and resources

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To appoint a centennial committee to begin planning for Zeta’s Centennial

Source: Mary Breaux Wright, 24th International Grand Basileus

ABOUT THE GUIDE The Zeta Organizational Leadership (ZOL) Program Certification Advanced Study Guide is a document provided to registrants in the ZOL Certification Training Program. It will be distributed at least thirty days prior to the start of the two and one-half day training session, as participants register. The purpose of the document is to assist registrants in gaining knowledge that, when internalized and used appropriately, will promote the successful completion of the leadership certification program. In addition, the advance use of the guide will enable participating sorors to come to the sessions with knowledge relevant to the areas that will be covered. In short, the Advanced Study Guide is intended to be a support document for the on-site certification training and follow-up process. Therefore, every participant is expected to be familiar with its content and successfully complete all activities by the deadlines so indicated. The Advanced Study Guide provides excellent preparation for the two and one-half day class sessions. When they are completed, it is expected that sorors will be motivated to become more effective leaders and will consider the ZOL Certification Training Component an important leadership investment strategy.

NOTE: TECHNOLOGY REQUIREMENTS Extensive use of technology will be incorporated throughout this training/certification process. Each registrant is expected to be computer literate and able to skillfully use appropriate technology to meet objectives. Each participant is expected to have access to a computer, printer, and the internet that will be extensively used throughout the pre-training activities, on-site during the training, and for the follow-up training activities. During the two and one-half day training, participants are strongly encouraged to bring laptops with wireless capabilities, iPad, Kindle, netbook, or other wireless devices.

PARTICIPANT CERTIFICATION AND DECLARATION Demographic Information: Please print, scan and email to Zolchair@yahoo.com. Name ________________________________________________________________________ Address_______________________________________________________________________ Daytime Phone #_______________________Evening Phone #___________________________ Cell Phone #_______________________ Another Alternate # ___________________________ Primary Email Address __________________________________________________________ Alternate Email Address_________________________________________________________ Current Office(s) Held: Local___________________________________Regional______________________________ State___________________________________National_______________________________ By signing below, I declare that I am seeking ZOL Certification for the 2013-2014 sorority year. I understand that in order to complete the certification process, I must complete: Phase 1 (DiSC 360 to be completed by June 10, 2013; Advanced Study Guide activities completed by June 29, 2013. Phase 2: 100% attendance during the July 19-21, 2013 on-site training Phase 3: Portfolio due November 15, 2013 Phase 4: Follow-up Training--must attend 70% of the sessions by January 31, 2014 I also understand that all these phases must be successfully completed by January 31, 2014. National Headquarters will be notified of sorors who successfully completed the certification process no later than February 15, 2014. If I elect to abandon the certification process prior to completion, I will notify the ZOL Chair immediately at Zolchair@yahoo.com. I further understand that none of the completed work will be used toward any future training and no part of the registration fee is refundable.

_____________________________________________ Signature

____________________________ Date

TELLING THE STORY DECADES OF LEADERSHIP FROM ORDINARY TO EXTRAORDINARY “The evolution of the structure, function, process and accomplishments of Zeta Phi Beta Sorority”

1920 – 1930                      

Founded January 16, 1920, by five dynamic women on the campus of Howard University Identified Founders as “Five Pearls”, Arizona Cleaver (Stemons), Pearl Anna Neal, Viola Tyler (Goings), Myrtle Tyler (Faithful), and Fannie Pettie (Watts) Choose the name for the organization at the first meeting Established founding principles of scholarship, sisterly love, and service Established Scholarship as the first criterion for membership Adopted official logo, with the shield shape and design of their Sigma brothers’ logo Elected first Basileus at the national level, Arizona Cleaver (Stemons) Held first annual meeting of Zeta Phi Beta jointly with Phi Beta Sigma Conclave, December 1920 Adopted the term boule for Zeta’s annual gathering at first joint meeting Elected officers of Zeta Phi Beta in Washington, DC, December; served through the end of the conclave the following year Established the first five undergraduate chapters during Arizona Cleaver Stemsons’ tenure Chartered Alpha Chapter, Howard University, Washington D.C.; first undergraduate chapter Incorporated under the laws of the District of Columbia Added the title of “Grand” to the title of Basileus Chartered first graduate chapter; Alpha Zeta Chapter, Baltimore, MD Published sorority’s first publication - The X-Ray; now entitled, The Archon Introduced Finer Womanhood Week Established the first undergraduate chapter south of the Mason-Dixon line chartered, Wiley College Inducted first honorary member into Beta Zeta Chapter (now only national body inducts honorary members) Created national board of officers Formed the Southern Region Authored words to national hymn

1930 – 1940   

Restructured the administrative responsibility of Grand Basileus Added four Regional Directors to assume the responsibility of establishing new chapters within their regions Established three additional regions and boundaries of the first four redrawn

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Identified the Western Region; became the Pacific Region Incorporated in the State of Illinois as a non - profit, charitable organization Published the Chapter Chatters and pictorial Blue Book Created the Board of Trustees to oversee the property of the sorority Expanded the internal structure of sorority to include the office of deputy director Appointed Deputy Directors to coordinate sorority business on state level to assist the Regional Director Changed Deputy Director to Associate Director; now called State Director Bequeathed to the sorority, by Violette Anderson, Birch Haven property in Idlewild, Michigan Moved national headquarters to Washington, D.C. Established the Eastern Region Divided the sorority geographically by regions; supervised by Regional Directors Began naming national honorary members Promoted first National Service program Chartered the first chapter in the Midwestern Region after seven years Established the Southeastern Region when Zeta was restructured. Developed La Cheerios; a forerunner of Zeta Amicae

1940 – 1950              

Established a national executive office, Houston, TX becoming the first Greek-letter organization Became the first sorority to establish a chapter on the African continent Hired the first paid Executive Secretary Created life memberships Designated part of chapter tax for projects and scholarship funds Formed strong Zeta chapters (enough young blacks on predominantly white college campuses), resulting in a cessation of undergraduate city chapters Changed constitution to provide associate memberships Rezoned regions for expansion Experienced a period of most growth up to this point Established the Atlantic and Great Lakes Regions Established the South Central Region based on restructuring Introduced workshop sessions at regional and national conferences Formalized national scholarship grants through the Office of Education Services under the Office of Second Anti-Basileus Adopted the Amicae Auxiliary into the national structure

1950 – 1960   

Formalized the Archon Revised the sorority handbook Adopted official sorority song

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Held joint Zeta/Sigma convention Published handbooks for appointed officers, boule marshals and the Amicae Created workshops for Regional Directors

1960 – 1970    

Opened National Headquarters Proclaimed monthly themes and slogans Recognized as more than a social Greek-letter organization Emphasized undergraduate councils, leadership development, education and scholarships among collegiate

1970 – 1980                

Initiated workshops for anti-basilei of local chapters Initiated tradition of Finer Womanhood month Established the national Stork’s Nest programs Refurbished Birch Haven Initiated workshops near the national headquarters for basilei of collegiate and graduate chapters Established the National Education Foundation Adopted present slogan (A Community-Conscious, Action-Oriented Organization) Incorporated National Education Foundation Established Stork’s Nest Programs in Africa Expanded to St. Croix Hosted first regional conference in Africa Refurbished National Headquarters Published first Archonette handbook Developed a Pledge’s Bill of Rights Hosted first national undergraduate retreat Formulated the first non-hazing policy in Greekdom

1980 – 1990        

Chartered chapters in Alaska and Germany Introduced golden life membership Gained 501(c)3 status for the Human Services Foundation (later Stork’s Nest Charity Fund) Installed computers at headquarters Established the Zeta Leadership Training Academy Adopted the “dove” as the national symbol in 1990 Received first federal grant Placed operational funds in an interest-bearing account

1990 – 2000          

Hired the first Deputy Executive Director Adopted Pearlettes and Zeta Male Network as constitutional affiliates Established Zeta Legacy Clubs Chartered chapter in Seoul, Korea Established process for payment of dues and other fees by credit cards Established Standard Operating Procedures for National Office Revised Handbooks Awarded non-governmental organization status by the United Nations Reactivated chapters in US Virgin Islands, Hawaii, Alaska, Korea, and Germany Implemented the Membership Intake Process

2000 – 2012            

Established the Zeta Organizational Leadership (ZOL) Program Established Z-HOPE: Zetas Helping Other People Excel Established million dollar endowment Conducted first congressional institute Renovated National Headquarters Revised handbooks Placed national history book on CD Developed a national website Adopted the Dove Program Established platinum and diamond levels of giving for Life Members Established sapphire level of giving for non-life members Installed new phone system at National Headquarters

2012 – Present     

Instituted Tele-town Hall meetings Continued and expanded the ZOL Program Revamped the Membership Intake Process (MIP) Re-opened Life Memberships Established programmatic thrust on Elder Care and Adopt-a-School

INTRODUCTION Common Sense is the Basis for a Successful and Effective Leadership Style Many of us pride ourselves on our common sense. We use the expression frequently in our dayto-day interactions with other people. Firstly, sense is not that common. Secondly, sense means different things to different people. It’s one of those expressions that we think we know what it means. The trouble is that the understanding is not universal. In leadership terms, common sense means down-to-earth, pragmatic and a likeable attribute that can be admired. We all appreciate leadership that is based on this rather than theory or anything that is not practical. We can follow leaders and appreciate their style if it is founded on common sense. Most of the successful leaders are full of this quality. They avoid jargon and speak in a plain language that nearly everybody understands. By doing this they create emotional value because they make an emotional connection with other people and are likeable. Common sense can be defined as emotional wisdom. We interpret the word “sense” to relate to perceptions, feelings, judgment and evaluation. Common sense leaders know or “sense” what is right or wrong. This is a function of emotional intelligence which happens to be one of the most important qualities of effective leadership. Through experience, these leaders have developed a sense of what to do in any given situation even though they may not have experienced it before. They don’t rely on prescriptions, textbooks, or logical analysis. They sense what is needed to be done and just do it. They avoid procrastination because such a sensing process is fast and efficient. This method is far more effective than processing data through a long mental process, which is fairly long-winded as it slowly analyzes all the information and attempts to come through with a rational decision. There may be some logical interpretation for this. However, this can only take place in an environment of emotion and perception. This environment is the product of sensing what is going on and interpretation based on historical events. Coming a long way second or third is logic, which is employed to explain the perception, a feeling or an emotion. The leaders who are successful rely on intuition; gut feeling, instinct within the confines of what they believe to be in everyone’s interest. In leadership it is an important qualification for success because without it decision-making would be just too difficult and followers would be hard to create in any numbers. Can you imagine willingly following a leader who depended on theory, jargon and ideas based on what they learned in a book?

Common Sense: Essential Leadership Quality While there is no doubt about the fact that common sense works where all other techniques fail it is equally true that common sense is not all that common. Common sense is the best leadership tool you can use to lead your team. It is often seen that leaders who go by the book do not manage to get the same results as no other leader who just uses plain and simple common sense manages to achieve. The trouble with those who have loads of specialized education on leadership is that they get entangled in their theories and lose sight of the practicality of the

situation. On the other hand, those who are less pretentious and use their common sense only, get things done more effectively. If you keep the basic rules of good leadership in mind, you may be able to inculcate leadership qualities. Leadership is showing appreciation, respect, and recognition to your team. Your future depends on it. Today, Zeta’s survival and success depend on two words: EFFECTIVE LEADERSHIP. Effective leadership is a developmental process that requires training and continuing practice. Our society is moving swiftly towards a new age that requires a leadership capable of wearing a number of hats – well! The expanding roles of today’s leaders include the following, just to name a few: Strategist Facilitator Team builder Advisor Mediator Communicator Visionary

Supporter Teacher Coach Delegator Thinker Cheerleader Conciliatory

The old “command and control” model of leadership is crumbling. What defines a leader today? What does leadership mean in an age of rapid change, uncertainty, and shifting relationships within Zeta and outside of Zeta? Most important of all, how will you meet the test to be a better leader in Zeta and, in these times, in the community and in the workplace? Being a leader is simply getting others to follow, no matter what direction. Effective leaders are those who can get others to move in a direction that is sensible for themselves, the organization and the community. Leadership today is no longer reserved for the “top banana” or the person with a title. It falls to all members of the sisterhood, from the International Grand Basileus to the concerned individual member . . . to everyone who sees our mission and chooses to take on the challenge of fulfilling it. In short, effective leadership is every member’s business. The two and one-half day leadership certification training session, along with the Advanced Study Guide, and the follow-up training are intended to stimulate your desire to internalize and practice the fundamentals of effective leadership. We invite you to participate with an open and positive mind. We hope the content will engage your mind and provide practical insights to help you become an effective leader.

CERTIFICATION TRAINING OBJECTIVES Zeta Organizational Leadership Program (ZOL) To provide leadership training information and experiences that will prepare candidates to effectively serve as national elected officers or appointed Regional and State Directors through the practice of specific behaviors that enhance improved leadership performance. Completion of the ZOL certification program means the soror is expected to perform at a high level of leadership competency and exemplify leadership attitudes and behaviors and an enhanced ability to work with her sorors.

Certification Process Goal: To provide sorors with the skills necessary to develop or improve their leadership skills. Objectives:    

Construct a comprehensive definition of leadership Discuss the importance of creating and sharing a vision Explain the steps to effective problem solving Discuss several ways that individuals handle change and why leaders must be facilitators of change

Registration Once your registration is confirmed, your name will be forwarded to the company contracted to conduct a leadership assessment. Within 72 hours of receiving the survey, you must complete and submit it as explained in the directions. Names will be sent to the contractor on the following dates: May 1t, May 15, and June 5. The company will forward you an access code within the week. Your actual registration date will determine when your information will be submitted to the contractor for processing. After registration, each soror will be randomly assigned to a team and take the (Dominance, Influencing, Steadiness, Compliance (DiSC) Behavioral Model.

Pre-Conference Expectations Prior to arriving for the on-site training, you will be expected to do the following:   

Satisfactorily complete all pre-training activities as indicated in the directions; Fully participate in all team/group activities as indicated in the directions; It is essential that the Dominance, Influencing, Steadiness, Compliance (DiSC) be completed by the deadline prior to the on-site training. This is a basic requirement for some of the on-site and following up training components. Certification cannot be obtained if this activity is completed as directed.

Conference Expectations While at the conference, you will be expected to do the following:   

Attend and participate in all workshops Arrive at all sessions by the designated start time and remain throughout the duration of each session Sign-in when required

Post Conference Expectations   

Sign up and participate in required teleconferences Maintain, as applicable, contact with assigned ZOL reviewer Complete, as applicable, assignments given out during teleconferences with at least a satisfactory/proficient level of mastery

QUICK GLANCE CHART Deliverable

Due Date

Where to Post

Dominance, Influencing, Steadiness, Compliance (DiSC) Profile

Within 72 hours of receiving the survey

Assigned DiSC Profiler

Week 1 Conference Recording

June 9, 2013

Assigned ZOL Reviewer

Week 2 Conference Recording

June 16, 2013

Assigned ZOL Reviewer

Week 3 Conference

June 23, 2013

Assigned ZOL Reviewer

Week 4 Conference Recording

June 29, 2013

Assigned ZOL Reviewer

MIP In-Basket Activity

July 21, 2013

Dropbox and MIP Training Session

Leadership Portfolio

November 15, 2013

Assigned ZOL Reviewer

Revised Leadership Portfolio (if needed)

December 15, 2013

Assigned ZOL Reviewer

Phase 4: Follow-up Training Activities Completed

Assigned ZOL Reviewer January 31, 2014

ZOL Certification Notification

February 15, 2014

N/A

PRE-CONFERENCE ASSIGNMENTS You will be assigned to virtual teams of 10 or fewer sorors. In these virtual teams, you will conduct four conference calls, one per week, during the month of June 2013. You and your team members will select the day that the team will conduct the conference call. Each conference call should not last more than 60 minutes. The first conference call will be held Sunday, June 9, 2013. A member of the ZOL Steering Committee will facilitate the first conference call for your team. Thereafter, you will select a team leader from among your membership to conduct the last three conference calls. The team leader can vary from call to call. The team leader will lead the conference, record the conference call, and submit the conference recording to the assigned ZOL Steering Committee member. The ZOL Steering Committee recommends that you use Free Conference Call.com to conduct your conference calls because the vendor provides free conference recordings. One of the team members will need an account with Free Conference Call.com The team leader must save the conference call recording and download the file to Dropbox. Then, the team leader must share the Dropbox folder with the assigned ZOL Committee Member. Assignments are due June 9, June 16, June 23, and June 30, 2013, by midnight Eastern Standard Time (EST). Your conference call discussion will be based on information from John Maxwell’s “Developing the Leader Within You.” You will read four selected chapters and use a series of guided questions to guide your reading. During your conference calls, you will discuss only two questions from a given set of questions. As a team, you will decide which two questions to discuss. 1.

Purchase Developing the Leader Within You by John Maxwell at one of the suggested sources: o $7.50 at Barnes and Nobles o $10.99 at Wal-Mart o $6.63 at Textbooks.com o $11.32 at Amazon.com

Download the book summary from Developing the Leader Within You Summary

Week 1 Directions   

Read Chapter 1: The Definition of Leadership: INFLUENCE in Developing the Leader within You. Use the questions in Part 1: Guiding Questions to guide your reading. Select two questions from Part II: Applying What You Learned to discuss during the conference call.

 Record the conference by following the directions at Free Conference Call.com. Part I: Guiding Questions 1. According to Maxwell, what are the five levels of leadership? 2. Why positional leadership is considered the lowest level of leadership? 3. If you move into a position of leadership within the sorority where you have little experience and no track record, how will you build the relationships needed to attain the permission level with others? 4. If you have had leadership experience within an organization, how did you attain the permission level with others? 5. What is the key to success on the production level of leadership? 6. Why does Maxwell believe that a leader cannot skip a level and still be effective? 7. Why do most leaders have difficulty moving from the production level to the people development level of leadership? 8. What must you do to become better at leading on the next level of leadership? Part II: Applying What You Learned 1. Is your leadership based on a title? If your title was taken away, would people still listen to you? Why? 2. How successful are you with getting the job done? Do people follow you because of your past successes? Why? 3. How have you benefited from mentoring a leader who developed people? 4. Describe a member of your local chapter who has achieved what Maxwell describes as the level of personhood. Week 2 Directions      

Read Chapter 4: The Ultimate Test of Leadership: Creating Positive Change in Developing the Leader within You. Use the questions in Part 1: Guiding Questions to guide your reading. Select two questions from Part II: Applying What You Learned to discuss during the conference call. Record the conference by following the directions at Free Conference Call.com. Download the conference recording to Dropbox. Share the conference recording with your assigned ZOL Committee member by midnight Saturday Eastern Standard Time (EST).

Part I: Guiding Questions 1. What books, tapes, conferences, and other resources have you used as part of your personal growth plan to improve your leadership skills? How has your personal leadership development growth plan helped you change in the last week, month, or year? 2. To change an organization, the leader must change. Why is this maxim important to the development of the organization? 3. What kinds of events occur when a leader refuses to change while the rest of the organization wants to improve? 4. Why do people resist change?

5. How well do you accept change? In which of Maxwell’s change groups do you usually find yourself when others suggest changes that will affect you? 6. For people to accept change, they have to own it. How does a leader help people own the leader's vision? 7. What is the role of modeling in organizational change? Part II: Applying What You Learned 1. As you encounter the need to make changes, how will you address the resistance you will encounter from others and yourself? 2. Think about the eight stages of the evolutionary process of change within an organization. Chart the recent changes that occurred in our sorority on the local or state level. How would you describe the experience at each stage of the change process? 3. Creating a climate for change is the best way for a leader to facilitate an ever-changing situation. How can the top 20 percent defuse hostile situations? What are the steps needed for a successful leadership leak? Who should be told? How much time should elapse before the entire organization is informed? 4. Because change is inevitable, below are questions you should review before attempting changes within an organization. When the questions can be answered affirmatively, change is easier. Questions that are answered negatively may be red flags that either the change or its timing is not right for your organization.  Will change benefit the followers?  Is the change compatible with the purpose of the organization?  Is the change specific and clear?  Are the top 20 percent (the influencers) in favor of this change?  Is it possible to test this change before making a total commitment to it?  Are physical, financial, and human resources available to make this change?  Is this change reversible?  Is this change the next obvious step?  Does this change have both short- and long-range benefits?  Is the leadership capable of bringing about this change?  Is the timing right?  Are there ways to modify the plans for change so that you can receive affirmative answers? Week 3 Directions      

Read Chapter 5: The Quickest Way to Gain Leadership: Problem Solving in Developing the Leader within You. Use the questions in Part 1: Guiding Questions to guide your reading. Select two questions from Part II: Applying What You Learned to discuss during the conference call. Record the conference by following the directions at Free Conference Call.com. Download the conference recording to Dropbox. Share the conference recording with your assigned ZOL Committee member by midnight Saturday Eastern Standard Time (EST).

Part I: Guiding Questions 1. What are the required strategies to solve problems effectively? 2. Why do people need to change their perspective, not their problems? 3. A test of a leader is the ability to recognize a problem before it becomes an emergency. What is the problem-solving sequence great leaders follow? 4. Why do problems that involve people take longer to solve than problems that involve tasks? 5. Why is positive thinking a requirement for effective problem solving? 6. How can you improve as a communicator to make problem solving easier for people with whom you work? 7. If people measure leaders by the size of the problems they tackle, how well do you measure up? Part II: Applying What You Learned 1. Make a list of three to five specific ways you can enable people in your organization to solve the problems they can on their own. For instance, how would you use training and empowerment as problem-solving strategies? 2. Having the right attitude and action plan are essential to dealing with problems. How does your attitude and action affect your leadership? 3. How would you use the problem-solving process to address the following scenario? A chapter voted to have a Night to Remember Mardi Gras fundraiser, complete with lavish decorations, feather masks, a live band, brightly colored metallic beads, and a catered meal. The committee also determined that each member must sell at least one table with 10 people per table. The chapter is comprised of recent graduates, sorors with young families, retired sorors, and Zeta Doves. While the members like the fundraising idea, they were unhappy about every member having to sell a minimum of 10 tickets. One group of sorors supports the fundraisers. Some members decided to boycott the fundraising idea, and another faction decided to conduct their own fundraiser. Week 4 Directions      

Read Chapter 8: The Indispensable Quality Leadership: Vision in Developing the Leader within You. Use the questions in Part 1: Guiding Questions to guide your reading. Select two questions from Part II: Applying What You Learned to discuss during the conference call. Record the conference by following the directions at Free Conference Call.com. Download the conference recording to Dropbox. Share the conference recording with your assigned ZOL Committee member by midnight Saturday Eastern Standard Time (EST).

Part I: Guiding Questions 1. According to Maxwell, what is vision? 2. Is it possible for a person to be a leader if he or she does not have a vision? 3. What are two attributes all great leaders possess? 4. What is the difference between a person with a vision and a visionary person?

5. 6. 7. 8.

For a leader, does vision originate from within or outside the leader? How does vision involve creative thinking? How can you improve your ability to include others? Can people expect to achieve more than they are able to envision for their lives?

Part II: Applying What You Learned 1. What experiences have influenced the vision you have for yourself and your organization? If you lack a vision, how can you discover it? 2. To be a great leader, you must have a vision. What is on the horizon for you? 3. What is your dream or goal? If you had unlimited resources, what would you accomplish? 4. Understanding what type of people you are working with will increase your ability to affect change. What type of vision hindrance do your followers present? 5. You should be able to paint a picture of your vision to others. Write your vision statement, reevaluate it, and brainstorm ways you can complete the picture. Be certain to include some of Maxwell's vision terms, such as horizon, sun, mountains, birds, flowers, and path.

LEADERSHIP Leadership Defined There are many definitions of leadership. John C. Maxwell, a leading leadership expert, has formulated a simple, yet comprehensive, definition of leadership. According to Dr. Maxwell, in his book, Developing the Leader Within You, leadership is influence – nothing more, nothing less. As you explore the concept of leadership in your pre-conference activities, keep in mind the following:   

Everyone influences someone. We never know who or how much we influence. The best investment in the future is a proper influence today.

Further Study Dr. Maxwell believes that you can increase influence, and therefore, your leadership potential. To find out how you can accomplish this skill, go to YouTube Audio Book - approximately 2.5 hours: Learning to Become a Person of Influence, John C. Maxwell. This presentation explains how you can become person of influence: trust, integrity, nurturing, sense of belonging, hope, faith in people, listening to people, understands people, enlarges people, navigates for other people, connects with people, once connected moves forward, empowers people, reproducing Other leading experts define leadership as: Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential. -- Warren Bennis Management is doing things right, leadership is doing the right things. -- Peter Drucker Level 5 leadership is a study in duality modest professional will and personal humility. -- Jim Collins, Good to Great

Effective Leadership: Five Important Elements of Leadership Effective leadership is critical in order for successful organizations to maintain greatness John C. Maxwell, has identified certain traits successful leaders must develop in his book, Developing the Leader Within You. You are addressing three of this traits-creating positive change, problemsolving, vision, in you pre-conference activities. The other two- attitude and integrity - are critically important, too.

1. Creating Positive Change John Maxwell contends that people change when they hurt enough that they have to change; learn enough that they want to change; or receive enough that they are able to change; the leader must recognize when people are in one of these three stages. In fact, top leaders create an atmosphere that causes one of these three things to occur. He also maintains that human behavior studies show that people do not basically resist change;; they resist “being changed”. But unless the people themselves are changed, no other change will happen. He stresses, “Change the leader, change the organization.” As you work through the activities in your pre-conference guide, keep in mind the how you can create an atmosphere for positive change. 2. Problem-Solving There are four basic reasons why people fail to perform at their potential are all responsibilities of leadership. The first three reasons deal with starting a job properly. He concentrates with the fourth reason that causes people to fail to reach their performance potential. Problem-solving skills will always be needed, because people will always have problems. As you complete your per-conference activities, you will develop important problem –solving skills. 3. Vision Dr. Maxwell wrote that vision is the indispensable quality of leadership. His observation of over twenty-five years has been that all effective leaders have a vision of what they must accomplish. With vision, he writes, the leader is on a mission and a contagious spirit is felt among the crowd until others begin to rise alongside the leader. All great leaders possess two things; they know where they are going, and two, they are able to persuade others to follow. You will discover the elements for this indispensable quality as you work through your per-conference activities. 4. Attitude Our attitudes are our most important assets. They are also the extra pluses in life. They make the difference in leading others. Leadership has less to do with position than it does with disposition. The disposition of a leader is important because it will influence the way the followers think and feel. Great leaders understand that the right attitude will set the right atmosphere which enables the right responses from others. 5. Integrity Integrity is the most important ingredient of leadership, according to Dr. Maxwell. A person with integrity does not have divided loyalties. Nor is he or she merely pretending people with integrity are:” whole people”. Integrity is not what we do as much as who we are. And who we are in turn determines what we do. Our system of values is so much a part of us; we cannot separate it from ourselves. It becomes a navigating system that guides us, It establishes priorities in our lives and judges what we will accept or reject.

Attitude: Some Perspectives The longer I live, the more I realize the impact of attitude on life. Attitude, to me, is more important than facts. It is more important than the past, than education, than money, than circumstances, than failures, than success, than what other people think or say or do. It is more important than appearance, giftedness, or skill. It will make or break a company, a church, or a home. The remarkable thing is that we have, a choice every day regarding the attitude, we will change the fact that people will act in a certain way. We also, cannot change the inevitable. The only thing that can do, is play on the string we have, and that is our attitude, I am convinced that life is 10 percent what happens to me and 90 percent how I react to it. And so it is with you- we are in charge of our attitudes. -- Charles Swindoll We have the choice to live fully. Attitude, after all, is everything. Remember, you are in charge of your attitude. -- Byrd Baggett, The Soul of Winning

Further Study Our Iceberg is Melting: Changing and Succeeding Under Any Condition, by John Kotter In his book, Good to Great, Jim Collins wrote, “Good is the enemy of great”. He accepted a challenge to determine how good companies, mediocre companies, even bad companies achieve sustained greatness. In his quest to discover the answers, he and his research team, embarked on a 5-year study of the histories of twenty-eight companies. This study revealed key determinants of greatness-why some companies realize greatness and others don’t. One determinant they discovered during the study was the Level 5 Leader. This leader builds greatness through a paradoxical blend of personal humility and professional will. Although this research concentrated on transforming companies, the results can be applied by any organization. Jim Collins returned with another groundbreaking work. This time, in his book, Great By Choice, he set out to answer the question: Why do some companies thrive in uncertainty, even chaos, and others do not? Among the stimulating findings were that the best leaders were more disciplined, more empirical, and paranoid. Dudley E. Flood classifies leaders as ineffective and effective- not good or bad- in his book, The Greatest Thing You’ll Ever Learn. Effective leaders are able to get other people to do things that they may otherwise not have done. The most effective of these are the leaders who can cause people to want to do things that they otherwise may not want to do. Such a leader is likely to have the following characteristics or engage in these activities: make tough decisions, has clear goals and vision; gets rid of deadwood; complains upward; has high self-esteem; sees potential in others; rewards meritorious achiever; manages change; has a consistent management style; models desirable behavior; promotes thinking. NOTE: Dr. Flood is a member of Phi Beta Sigma Fraternity, Inc. He has conducted workshops or presented in forty-eight states and several Canadian cities, in Germany and Bermuda. His writings have been published in more than 25 journals. He currently resides in Raleigh, North Carolina.

In John C. Maxwell’s book, The 21 Indispensable Qualities of a Leader, he details the 21 qualities effective leaders possess that make people want to follow them. These qualities include:

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Character Charisma Commitment Communication Competence Courage Discernment Focus Generosity Initiative Listening Passion Positive Attitude Problem-solving Relationships Responsibility Security Self-discipline Servant hood Teachability Vision

LEARNING STYLES Understanding Your Learning Preference This article/You Tube presentation, conducted by James Manketelow, CEO of Mind Tools, and Amy Carlson explains the Felder and Silverman’s index of Learning Styles. 

Sensory learners – prefer concrete, practical and procedural information. They look for facts.

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Intuitive learners – prefer conceptual, innovative, and theoretical information. They look for meaning.

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Visual learners – prefer graphs and diagrams. They look for visual representations for information.

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Verbal learners – prefer to hear or read information. They look for explanations with words.

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Active learners – they prefer to manipulate objects, do physical experiments, and learn by trying. They enjoy working in groups to figure out problems.

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Sequential learners - prefer to have information presented linearly and in an orderly manner. They put together the details in order to understand how the big picture emerges.

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Reflective learners – prefer to think through, to evaluate options, and learn by analysis. They enjoy figuring out a problem on their own.

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Global learners – prefer a holistic systematic approach. They see the big picture first and then fill in the details.

“Finer Women Don’t Haze”

WHAT IS HAZING? The Council of Presidents in 1990, representing the nine historically black Greek-Letter organizations, defined hazing as follows: to include any action taken or situation created that involves or results in abusive, physical contact or mutual harassment of a prospective fraternity or sorority member; and that any such action is considered hazing, whether it occurs on or off the fraternity or sorority premises, campus or place where chapters or prospective members meet; and that hazing has also been described to include any action that results in excessive mutual or physical discomfort, embarrassment or harassment; that such activities include, but are not limited to paddling, creation of excessive fatigue, physical or psychological shock, morally degrading or humiliating activities, late work sessions that interfere with scholastic activities and any other activities inconsistent with fraternal law and regulations and policies of the affiliated educational institution and federal, state or local law. Source: Council of Presidents Joint Position Statement against Hazing (1990) *Hazing laws vary from state to state; be sure to research the law of your area.

What Is Hazing? Hazing is any action taken or any action created intentionally that causes embarrassment, harassment, or ridicule, or risks emotional and or physical harm members of a group or team, irrespective of the person’s willingness to participate. Legally, “Hazing" is defined as an abusive, often humiliating, form of initiation into or affiliation with a group. It can include any willful action taken or situation created which recklessly or intentionally endangers the mental or physical health of another. Hazing has been linked to fraternities and sororities, but it is also practiced by the military, sports teams, bands, and social clubs.

The Roots of Hazing In black Greek-letter Organizations, the practice of hazing is harmful to members and potential members; the individual organizations and all African Americans in a way that should never happen between “brothers” and “sisters.” "We can't continue to have a broken intake system in terms of bringing in new members and think that it's going to be safe. And so at some point in time, you're going to need to stop, analyze what you're doing, and then create something that is completely different than what we've been doing in the past...you know, in all honesty, it has always been broken. We've had a myriad of different pledge processes over, let's say, the last 80 years, and most of them have been predicated upon a dynamic between the members, the big brothers or big sisters, and the pledges, you know, who are in a subservient role, and the power construct basically creates an atmosphere where abuses are going to almost always occur. Typically with men, its physical abuse- wood, you know, throwing wood and things like that. Or for women, it tends to be humiliation, although there are a lot more physical hazing incidents with women over the last 10 years, too."

Lawrence Ross, Jr. Author of "The Divine Nine: The History of African-American Fraternities and Sororities in America"

Why Hazing? Research indicated hazing continues for a variety of reasons, including for societal reasons. (McClone, 2005) Student Responses: 52% indicated they felt closer to their organization/team 35% felt more accepted by their organization/team Students report that as a result of hazing they feel stronger and have a sense of accomplishment. Dr. John A. Williams - Executive Director, Center for the Study of Pan-Hellenic Issues- writes, “If you wanted to make a case for hazing in Black fraternities, you have lots of buttons you can push to make a new member accept being "made right" as the phrase goes. You can appeal to his manhood, by reminding him that "only the strong survive". You can appeal to his sense of racial pride by reminding him that the pressures he is expected to endure from "the brothers" is nothing compared to

what the “real world" will put on him. These lines are designed to convince o pledge to accept what they are being asked to endure before "crossing the sands" to come into the frat." "It's hard to tackle because it's ingrained in the culture. The idea of pledging is ingrained in the culture, and particularly among men. One of the issues is that pledging tends to validate the people who actually go through it. There's a sense within African-American men that once you've actually gone through a pledge process, you've achieved something, and you've also validated your manhood. That's why if you look at some undergraduate chapters in particular, you'll see things as basic as the frightening chapter nicknames like Terrible Tau or the Bloody Beta. It's to give the general public an idea that the men who belong to this particular chapter are tough. And oftentimes, you have African-American men and women who are coming to college campuses looking for some sense of achievement, and when you do that and build it up aver years and add oral tradition, it's really difficult to actually get people to actually change." Lawrence C. Ross Jr., author of "The Divine Nine: The History of African American Fraternities and Sororities."

Methods of Hazing     

Subtle Hazing or Mental Hazing Physical or Violent Hazing Cyber-bullying Generational Celebrations of Hazing Alcohol and Hazing

Subtle or Mental Hazing: While hazing typically includes all behaviors that emphasize a power imbalance between potential new members and other members of the group, "subtle hazing" often is taken for granted or accepted as "harmless" or meaningless. Subtle hazing typically involves activities or attitudes that breach reasonable standards of mutual respect and place potential new members on the receiving end of ridicule, embarrassment, and/or humiliation tactics. Potential new members often feel the need to endure subtle hazing to feel like part of the group or team. Mental Hazing can be brutal and leave lasting psychological scars. Some hazing victims report that the mental hazing they endured was worse than being physically abused.       

Assigning demerits Silence periods with implied threats for violation Deprivation of privileges granted to other members Requiring prospective members to perform duties not assigned to other members Socially isolating new pledges Line-ups and drills/Tests on meaningless information Name calling

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Being yelled at or cursed at by other members of the team or group Requiring prospective members to refer to other members with titles (e.g., Mr., Miss) while they are identified with demeaning terms Personal servitude

Physical or Violent Hazing: Behaviors that have the potential to cause physical, emotional, and/or psychological harm:    

Branding Paddling Repeatedly punching a member in the chest, using a knuckle to harden the blow until the pain becomes excruciating. “Bringing the knowledge" - the pledge bows his head while either standing or kneeling, and a fraternity member jumps down off of a chair or bed slamming a dictionary or other large book onto the pledge's head.

“This is what slave masters did to slaves, and my only true reward was that I have an opportunity to be a slave master as many times as I want when it's all over............” Kappa Alpha Psi member, Tennessee state Cyber-bullying Cyber Bullying is the use of the Internet and related technologies to harm other people. As it has become more common in society, particularly among young people, legislation and awareness campaigns have arisen to combat it. Examples of cyber-bullying include communications that seek to intimidate, control, manipulate, put down, falsely discredit, or humiliate the recipient. The actions are deliberate, repeated, and hostile behavior intended to harm another. Cyber-bullying as defined by The National Crime Prevention Council is when the Internet, cell phones or other devices are used to send or post text or images intended to hurt or embarrass another person. Generational Celebration of Hazing Stories about hazing are passed down through the generations. When someone talks about how great/valuable/funny hazing is, challenge that position. Do not shrug and laugh at a "back in the day" story. Seize the opportunity to educate and to remind current chapter members that we are not back in that day. The "good old days" probably were not that good to the person who was enduring hazing at the time. Time softens and distorts that type of bonding experience. The "I did it and it didn't kill me" theory must be put to rest. "Old-school" brothers or sorors who crossed in the past often tell wives' tales about what they did "on line" to black Greeks who currently are on campus. And those current black Greeks use the "old school" stories to convince unsuspecting college students that the only

way they'll get respect is by pledging underground. Hundreds of aspirants will succumb to underground hazing, hoping that by "pledging" they will earn the respect they crave. From an alumni brother...."One of the things that brothers do is, we sit around and tell pledge stories. It's almost a comparison of who got beat the worst, as if it's some type of honor how badly you were beaten.” Alcohol and Hazing While hazing does not necessarily involve alcohol use by either current or new members, alcohol consumption often is either a central or contributing element. Under most codes of conduct, any consumption of alcohol, other drugs, or other substances that i s “ a n “ e x p l i c i t ” o r “ i m p l i c i t ” condition for initiation to, admission into, affiliation with, or continued membership in a group or organization" is hazing. This definition is applied regardless of the level of pressure to drink.

Is It Hazing? Ask yourself these questions:         

Would I feel comfortable participating in this activity if my parents were watching? Would we get in trouble if the Dean of Students walked by? Am I being asked to keep these activities a secret? Am I doing anything illegal? Am I risking arrest by participating in this activity? Do I want the burden of having a criminal arrest record when I apply for jobs? Does participation violate my values or those of my organization? Is it causing emotional distress or stress of any kind to me or others? If someone were injured, would I feel comfortable being investigated by my school’s administration or an insurance carrier?

Hidden Harm Hazing can be physically or psychologically harmful to even perfectly healthy individuals, but mix hazing with any one of numerous issues individuals may be dealing with and the damage can be increase exponentially. The concept of Hidden Harm relates to the fact that we don't know everything about the newest members of our organizations. We don't even know EVERYTHING about our best friends. Someone who has just joined an organization or team could have an unknown health condition that would make him or her highly susceptible to serious repercussions from hazing.

What is Bystander Behavior? Bystander behavior is what people demonstrate when they watch hazing occur without intervening.

Every year students watch while other students are hazed. “Our lives begin to end the day we become silent about things that matter.” Martin Luther King, Jr. "Hazing isn't something that you just happen to run into or just happen to do. No, hazing is a very deliberate and specific process. It's a conspiracy of individuals who all pledge to themselves a code of silence in order to protect themselves. If you're going to haze pledges, you have to set up an illegal underground pledge program, identify the members of your chapter or organization who aren't trustworthy, exclude them from knowledge of the illegal pledging, and then figure out when and where to haze your pledges. The idea that you're in the room where hazing is going on, but you didn't participate, is as absurd as saying that you were in the pool, but you didn't expect to get wet. You're there, you're guilty, whether you throw a stroke of wood or not." (Ross)

Leadership can be guilty of behaving like bystanders by:  Not reacting until something happens  Allowing hazing to remain secretive  Having it be someone else’s problem

Your Charge Avoid clinging to the comforts of bystander behavior and begin a new standard of behavior. There will always be men struggling to change, and there will always be those who are controlled by the past. Ernest J. Gaines, African American Author In 2008, the NPHC Council of Presidents issued this statement about hazing: "The organizations of the National Pan-Hellenic Council, Inc. (NPHC) are committed to nurturing the ideals of sisterhood and fraternalism in an atmosphere of responsibility and respect. We are also committed to upholding the dignity and self-respect of all persons seeking membership therein. Hazing is antithetical to this commitment and is prohibited by the rules of each NPHC organization. In 1990, the member organizations of the NPHC jointly agreed to disband pledging as a form of admission. At the dawn of a new millennium, we the members of the National Pan-Hellenic Council do hereby reaffirm our unequivocal opposition to hazing and those who seek to perpetuate it."

Hazing Myths Is it a Myth or Reality? 

Hazing only exists in fraternities and sororities.

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New members want to be hazed.

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Hazing is okay as long as it is not physically dangerous.

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If someone agrees to participate in an activity, it cannot be considered hazing.

"Time and effort spent hazing is not time and effort spent creating great athletes or superior leaders, or providing music to our campuses. Instead, time and effort spent hazing only destroys the lives of the hazed, the hazers, and the community around them." (Malinda Matney, PhD, Immediate Past President of Kappa Kappa Psi Honorary Band Fraternity)

Hazing Ramifications Financial – There is a direct fiscal effect. Campus Sanctions Reputation Legal – It is against the law in most states. Financial Ramifications - The repercussions of past hazing and potential for future hazing have caused risk management costs to rise sharply. Increased risk management costs are passed on to students in the form of higher tuition. Hazing costs organizations thousands of dollars every year, and chapters which are suspended do not contribute anything to their communities or their campuses. Hazers cost everyone money- their organizations, their fellow students and their educational institutions. Campus Ramifications- Virtually every college or university, school, national governing body, athletic department, fraternity/sorority, and organization has an anti-hazing policy, and most have procedures for reporting violations. If you don't know the procedure, ask an administrator. Legal Ramifications - Become familiar with the laws in your state. Currently 44 states have anti-hazing laws. Family Ramifications - No one adequately can describe how heart-shattering the experience of losing a loved one from hazing can be. Consider the anguish of parents, who might not even have known that their child was joining a fraternity until they are informed that he is lying in the morgue, all black and blue, dead from hazing. Consider the heartbreak of a family whose college student is expelled and/or arrested for murder as a result of a hazing incident.

Eliminating Hazing Say NO to Hazing Hazing Replacement Activities

Build Trust Build Respect Do not try to do it Alone “Deal with yourself as an individual, worthy of respect and make everyone else deal with you the same way.” Nikki Giovanni Say NO to Hazing - Years after hazing was banned, the practice persists to such a degree that it has become a threat to the existence of fraternities/sororities. Develop hazing replacement activities - Effective prevention strategies to change hazing behaviors among young adults. Build Trust - Be available to mentor new and prospective members. Develop a culture of trust that gives them the confidence that they are entering a safe and productive environment. Build Respect- Lead by example. It is imperative that A L L members of the organization exhibit a cohesive front that will never allow for destructive behavior. Don't try to do it alone- Become fully aware of every possible resource for hazing prevention within your organization and your campus, and make that information widely available. Take advantage of the resources offered by Phi Beta Sigma Fraternity, Incorporated, Zeta Phi Beta Sorority, Incorporated and/or the National Action Network. Engage other Greek Organizations, Bands, Sports’ Teams for a collective campus effort.

Common Barriers Common barriers to eliminating hazing include: 

Denial of the problem

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Dismissing hazing as harmless

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Silence

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Fear

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Insufficient support for victims of hazing

Bystander behavior theory posits that the five barriers to intervening are: Social Influence - There seems to be a problem but no one is doing anything so it must not be that b i g o f a deal. Here, you are actually seeing no one do anything, so you don't intervene.

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Fear of Embarrassment - Concern for how others will respond to you intervening, and involves a fear of embarrassing yourself or others. This is based on the reactions you believe you will get from intervening.

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Diffusion of Responsibility - You assume someone else will do something. This alleviates the need for you to intervene because someone else will.

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Fear of Retaliation- This is fear of physical or emotional harm. This also includes the fear of lack of support from superiors.

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Pluralistic Ignorance- Where social influence is based on actual actions of others; this barrier is based on your own perceptions and assumptions that 'you are the only one who thinks this way,' and that you are in the minority. This also allows the offenders to believe that 'everyone does it' or “feels the same as they do."

Allan, E. J. & Madden, M. Hazing In View: Initial Findings from the National Study of Student Hazing (2008).

ZETA PHI BETA SORORITY, INCORPORATED OFFICIAL STATEMENT AGAINST HAZING Zeta Phi Beta Sorority, Inc., has a membership intake policy, which forbids all forms of hazing. Each prospective member is advised in writing that membership in Zeta does not require subjecting oneself to hazing. Prospective members are directed to refuse to participate in any hazing activity, and are directed to report all hazing and hazing attempts to the proper authorities. Members receive instructions in the intake process. The International President has the authority to discipline any member who does not follow the written intake procedure or violates the sorority’s policy against hazing. This authority includes the power to suspend and the power to set conditions for reinstatement. Each prospective member is informed that hazing is against the sorority’s rules. Prospective members are directed to walk away from any hazing activity, and to report all attempts to haze to the proper authorities. Zeta Phi Beta Sorority, Inc., cooperates with all civil and university authorities in the investigation of all alleged hazing incidents. Members and prospective members will be held responsible to the sorority for violations of policies against hazing and the sorority will pursue to the full extent allowed by law to obtain indemnification for damages caused by the activities of the members or prospective members who participate in illegal, unauthorized or prohibited conduct despite notice to refrain from such conduct.

Bill of Rights The Bill of Rights is to protect the dignity and freedom of each individual joining Zeta Phi Beta Sorority, Incorporated ("Zeta Phi Beta Sorority"). Your signature below indicates that you have read this Bill of Rights and understand your rights as outlined in this document. 1. Amongst other things this bill provides the potential member the right to pursue membership in Zeta Phi Beta Sorority without being subjected to mental harassment and/or physical abuse. 2. Neither pledging nor hazing is required for membership into Zeta Phi Beta Sorority. 3. Each individual has the right to be treated as a fellow human being. 4. Each individual has the right to non-interference with one's academic assignments. 5. Each individual has the right to non-interference with one's occupation. 6. Each individual has the right to be held accountable only to the sponsoring chapter(s) of Zeta Phi Beta Sorority and to one's college or university. 7. Each individual has the right not to be subjected to unreasonable hours and has the right to request accommodations to the membership intake schedule so that the individual is not subjected to unreasonable hours. 8. Each individual has the right not to become a public spectacle or public nuisance in dress or behavior. 9. Each individual has the right to the protection of one's person and property.

10. Each individual has the right to eat meals daily without interference and/or dietary restrictions. 11. Each individual has the right not to comply with directives that are demeaning, demoralizing, and/or detrimental to one's person or that of another. 12. Each individual has the right to be free of underground activities associated with pledging, pre-pledging, post-pledging or hazing. 13. Each individual has the right to petition the sorority for a redress of grievances. 14. Each individual has the right to have formalized training on Membership Selection/Intake Procedures at a designated time set by the Membership Selection/Intake Coordinator. 15. Each individual has the right to transparency in payment of membership intake fees and other associated tees paid lo Zeta Phi Beta Sorority 16. In accordance with these rights, I will not violate Zeta Phi Beta Sorority's Policy Against Hazing by

hazing others or allowing myself to be hazed. I have been given a Contact Card that contains methods of reporting violations of the Policy Against Hazing. If I violate this Bill of Rights by hazing or allowing myself to be hazed, I will defend and hold harmless Zeta Phi Beta Sorority and will reimburse Zeta Phi Beta Sorority for the expenses caused by my failure to comply with the Bill of Rights. __

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POLICY AGAINST HAZING___________ Zeta Phi Beta Sorority, Incorporated (the "Sorority") has designed a process for the selection, intake, and education of women who aspire to membership in the Sorority. The goal of the process is to inform new members of the history, policies and procedures important to membership in the Sorority, Potential members of the Sorority have the right to participate in the process in environments that are not intentionally harmful. Individuals who engage in hazing activities risk sanctions by the Sorority and criminal sanctions. Hazing in any form or fashion is contrary to the philosophy and objectives of Zeta Phi Beta Sorority, Incorporated, and as such, the Sorority emphatically prohibits and denounces hazing. Zeta Phi Beta Sorority defines hazing as any action or activity which:  brings about physical, mental, emotional or psychological harm to the potential member or is humiliating in its intent;  is vulgar, abusive, physically exhausting or dangerous;  materially disrupts an individual's academic, professional, and personal endeavors;  abridges a person's moral, religious or dietary beliefs;  compels an individual to break the rules and regulations of her college or university, Zeta Phi Beta Sorority, Incorporated or other entities; or  is defined as hazing under applicable laws. Members of the Sorority who become aware of hazing activities have a responsibility to report the activity to the Chapter Basileus, State Director, and Regional Director for further investigation. An aspirant who believes that she has been hazed has a responsibility to report the activity as described on the Quick Reference Contact Card, a copy of which should be provided to each aspirant.

MIP TRAINING IN-BASKET ACTIVITY Directions Zeta Phi Beta Sorority's "Finer Women Don't Haze" campaign is an ongoing initiative of the sorority to eradicate hazing in our organization and the Greek-letter community. In partnership with Phi Beta Sigma Fraternity, Incorporated and the National Action Network led by Brother Al Sharpton, Zeta Phi Beta Sorority, Incorporated is working to end hazing in our communities and respective organizations. The ZOL materials contain the newly revised Policy Against Hazing and the Bill of Rights of Zeta Phi Beta Sorority, Incorporated. Using these two resources, you will complete the following in-basket activity by Sunday, July 20, 2013. You will need to save an electronic copy in your Dropbox and bring a printed copy with you to the MIP Training session Sunday, July 20, 2013.

Anti-Hazing In-basket Activity 1. Research the anti-hazing laws in your state. Write a 500-word essay explaining how the laws in your state address the anti-hazing issue. If your state does not have an anti-hazing policy, write a 500-word essay explaining the steps that need to be taken to establish an antihazing policy. Use 12-point Arial, Times New Roman, or Courier font. Double space your work. 2. Research the federal anti-hazing legislation being proposed by U. S. Congresswoman Frederica Wilson of Florida. Write a 250-word essay explaining the Congresswoman’s proposal. Use 12-point Arial, Times New Roman, or Courier font. Double space your work. 3. Read the article FAMU Hazing Case about Robert Champion’s death because of hazing at Florida A & M University. Using a 250-word essay, explain the impact this event has had on hazing in our culture. Use 12-point Arial, Times New Roman, or Courier font. Double space your work. 4. Develop an anti-hazing education PowerPoint presentation that must include:    

the history of the culture of hazing in our sororities and fraternities, Zeta Phi Beta Sorority’s efforts and polices to eradicate hazing, the types of hazing and its effects on Greek organizations, and ongoing activities you will implement to help eradicate hazing in our sorority.

PARTNERSHIPS AND AFFILIATIONS Partnerships March of Dimes Founded by President Franklin D. Roosevelt in 1938 to combat polio, the March of Dimes Foundation is a United States nonprofit organization that works to improve the health of mothers and babies. More information is located at www.marchofdimes.com American Cancer Society The American Cancer Society is a nationwide voluntary health organization dedicated to eliminating cancer. More information is located at www.cancer.org United States Center for Disease Control and Prevention The Centers for Disease Control and Prevention is a United States federal agency under the Department of Health and Human Services headquartered in Druid Hills, unincorporated DeKalb County, Georgia, in Greater Atlanta. More information about this organization is located at www.cdc.org National Academy of Elder Law Attorneys, Incorporated Founded in 1987, the National Academy of Elder Law Attorneys, Inc. is a professional association of attorneys dedicated to improving the quality of legal serviced provided to the elderly. More information about this organization is located at www.naela.org National Center on Elder Abuse Established in 1988, the National Center on Elder Abuse id dedicated to the prevention of elder mistreatment and serves as a resource for policy makers, social service and health care practitioners, the justice system, researchers, advocates, and families. More information about this organization is located at www.ncea.aoa.gov

Memberships / Affiliations Black Women’s Health Imperative Founded in 1983, the Black Women’s Health Imperative is devoted to advancing the health and wellness of Black women and girls through advocacy, community health and wellness, education, and leadership development. More information about this organization is located at http://www.blackwomenshealth.org NAACP Founded in 1909, the National Association for the advancement of Colored People is the oldest civil rights organization in the nation. Local branches are established across the nation. More information about this organization is located at www.naacp.org

National Pan-Hellenic Council Comprised of nine International Greek letter sororities and fraternities, the National Pan-Hellenic Council was founded in 1930 at Howard University to promote interaction, information exchange, and cooperative engagement among its members. More information about this organization is located http://www.nphchq.org Black Women’s Agenda Established in 1977, the Black Women’s Agenda is devoted to advancing, securing, and protecting the rights of Black women living in poverty and those who lack access to economic and educational opportunities. More information about this organization is located at http://bwainc.org Urban League Established in 1910, The Urban League is the nation’s oldest and largest community based movement devoted to empowering African Americans to enter the economic and social mainstream. More information about this organization is located at http://www.haul.org United Negro College Fund The United Negro College Fund, or UNCF, is an American philanthropic organization that funds scholarships for black students and general scholarship funds for 39 private historically black colleges and universities. More information about this organization is located at www.uncf.org United Nations (NGO Status) Non-governmental organizations have a consultative status to the economic and social council of the United Nations. More information about this organization is located at www.globalpolicy.org/ngos/ngo-un

ZOL STEERING COMMITTEE Nell Williams Ingram, PhD

Chair, ZOL Program Steering Committee; Executive Director of Alternative Teacher Certification for the Dallas (TX) Independent School District; Past National Elected and Appointed Officer, Life Member

Rosie L. Thompson Pridgen, PhD

Co-Chair, ZOL Program Steering Committee; Recently Retired Superintendent; Past State, Regional and National Elected and Appointed Officer; Past Regional Director, Golden Life Member

Cheryl Brown

Retired Program Manager, Maryland Department of Juvenile Services, past National, Regional, and State appointed officer, past State elected officer, Past Maryland State Director, Life Member

Anjylla Foster Sales Management, recently completed Masters in Communications with an emphasis on Urban Media from the University of Cincinnati, currently serves as National Third Anti-Basileus

Vicki Hammock

Retired educator, past state and regional officer, Past Regional Director, Past State Executive Board Chair, Past Tennessee State Director, Golden Life Member

Denisha Hendricks, EdD

Director of Athletics and Assistant Professor at Kentucky State University; National Chair of Undergraduate Advisors, ; past state, regional, and national appointed officer, Diamond Life Member

Donnie Hull

Retired educator, past state and regional officer, Past Regional Director, Past Regional Executive Board Chair, Golden Life Member

Denese Wolff, EdD

Adjunct English Professor at the University of Phoenix; Retired Elementary Principal; Past Regional Elected Officer

Consultants E. Fran Johnson Corporate Vice President of a Maryland Catering Company; Past National Elected and Appointed Officer Barbara C. Moore, Past Grand Basileus Vice President for Institutional Development at Benedict College Mary B. Wright, 24th International Grand Basileus, Ex Officio

ADDENDUM Tools of the Trade of Leadership When practiced, tools of the trade of leadership are those behaviors that will enhance leadership effectiveness. Each of the units in this section discusses the following behaviors:

• • • • • • • • • • •

Ethics Fiscal Management Image, Pride and Dress Interpersonal Communication Skills Communication Public Relations Parliamentary Procedures Record Keeping Officer Transition Procedures The Art of Appreciation Follow-through

Each unit concludes with guiding questions to help you to assess your understanding of the unit’s content.

Ethics Introduction Ethics is a system of moral principles and perceptions about right versus wrong and the resulting philosophy of conduct that is practiced by an individual, group, profession or culture. Ethics involves the determination of good and bad behaviors. Building ethical cultures within an organization is important. An ethical culture actively encourages and supports conduct of good versus bad behaviors. The culture is committed to helping its members realize their full potential as human beings. In addition, the culture creates an organization that is strong, peaceful, and prosperous.

Objectives 1. 2. 3. 4.

Identify and discuss professional and ethical concerns. Identify and discuss legal concerns. Identify ways to examine, analyze, and resolve ethical dilemmas. Identify and acknowledge professional and moral responsibility.

Ethical Considerations       

  

Learning about the organization is ethical behavior. Remaining organizationally ignorant is unethical behavior. Learning about the needs of those served by organization is ethical behavior. Remaining ignorant of the needs of those the leader serves is unethical behavior. Performing the leader’s role accurately, efficiently and pleasantly is ethical behavior. Not performing duties to the best of one’s ability is unethical behavior. Handling the responsibility of a position without adding to the work to others is ethical behavior. Making work unnecessarily difficult for other is unethical behavior. Speaking fairly and honestly about organizational members is ethical behavior. Engaging in malicious gossip, ridicule, or divisive humor is unethical behavior. Following the rules is ethical behavior. Knowingly breaking the rules is unethical behavior. Seeking the correction, modification, and revision of rules, procedures, and practices that are inconsistent with the overall purpose and stated values of the organization is ethical behavior. Accepting organizational practices that harm the ability of the organization to accomplish its purpose is unethical behavior. Creating organizational improvements is ethical behavior. Refusing to help the organization evolve is unethical behavior. Protecting and defending the organization against destructive influences is ethical behavior. Remaining silent in the face of perceived threats to the organization’s survival is unethical behavior. Leaving an organization whose purpose and values conflict with one’s own is ethical behavior. Remaining in an organization that would have one violate values or personal code of ethics is unethical.

Summary The expectation is to develop ethical behaviors within the organizational environment which will result in increased openness and communication; improved decision-making and ethical outcomes; improved trust, teamwork and productivity; improved managerial effectiveness and control; improved fiduciary control; improved response to diversity and honesty in dealing with others.

Guiding Questions 1. 2. 3. 4.

Do my actions threaten or risk someone’s life or physical well-being? Do my actions treat someone in a fundamentally unjust, unfair or unequal manner? Do my actions cause someone significant personal distress? Do my actions cause someone to lose her right to privacy?

Fiscal Management Introduction The purpose of this unit is to provide an overview of what the sorority’s leadership needs to understand and know about fiscal management to implement the role of effective leaders.

Objectives 1. Provide information about the framework within which good fiscal management is implemented as well as its basic elements. 2. Provide information about the role and responsibilities of the sorority’s external accounting services. 3. List and define some commonly used terms and definitions in the area of fiscal management.

Definition Fiscal management is the proper handling of all monies according to established financial procedures. There is not a single activity in the sorority that does not involve finance. Finance is the art of raising, managing, and making money. The process involves three essential steps: 1. assessing the financial performance and health of the sorority (determining what you can do vs. what you want to do); 2. using the information to plan for future activities; and 3. executing the plan. The principal blueprint the sorority uses to plan is called a budget. The purpose of a budget is to translate into financial terms, the cost of the sorority’s goals and objectives and its fixed obligations for a fiscal year; and to identify the sources and expected cash collections to fund those goals and obligations.   

Income budget Expenditure budget Special event budget

Budgets       

tell us what we will need to break even; tell us how to allocate our resources; make sure everyone in the organization is on the same page regarding the finances; establish the sorority’s priorities in writing;; allocate resources based on priorities and expectations; establish sorority expectations for the coming year; and, serve as a scorecard for the sorority to gauge how well the system is performing throughout the year compared to expectations it sets for itself at the beginning of the year.

Budget projections are only educated guesses. The budget should be divided into an operational budget and a program budget. The operational budget contains projected income from dues and expenses associated with operating the sorority. Program budget is usually income from fundraisers and supports scholarship and community services projects. Fundraisers cannot be used for operating expenses. These funds all must be used for program expenses. Fiscal management requires the following elements in addition to a detailed budget:     

     

written comprehensive, detailed financial procedures; established bookkeeping procedures with proper journals; internal controls; financial forms; financial reports; - monthly financial reports of income, expenditures, and budget position report - annual fiscal year financial report - special event report annual audit at the end of each fiscal year; payment authorization forms; invoice; proper signatures on accounts; records maintenance/organization of checks, receipts, check request forms, etc.; and insurance to cover liability, crime, theft.

Accounting Services Zeta Phi Beta Sorority, Incorporated, engages an external firm to serve as staff accountants and financial advisors for the national office. Their responsibility begins with the voucher and check processing procedures maintained through the accounts payable system. This system was installed to track vendor invoices and to ensure that proper payments are being made. Through the general ledger system, the accountants prepare the annual financial reports that include the statements of support, revenue, expenses, changes in fund balances and functional expenses at year end. The auditor uses the organization’s financial records to conduct the audit. Annually, the financial officers prepare the federal and state forms 990 and D20 to be filed with the Internal Revenue Service and the District of Columbia Treasurer, respectively. On a monthly basis, as required, they forward copies of the financial reports to the treasurer along with bank statements and investment reports. As part of the service contract, the accountants are responsible, on a continuing basis, for reviewing and critiquing the system of internal controls, which is critical to the outcome of audits and review engagements. The accountants maintain and update the general ledger accounting system that includes the recording of checks, deposits and adjustment affecting each account

during the period. The accountants record on a daily basis all cash receipts and disbursements and use the proper closing procedures to close out each month. The accountants reconcile all checking accounts on a monthly basis and integrate payroll information provided by the outside payroll service in the reconciliation process to properly close out the monthly statements. At the end of the procedure, the accountants maintain the filing systems for all records related to the accounting office including vendor invoices, cancelled checks, and payroll binders. Finally, the accountants conclude by answering all correspondence relating to the financial position of the organization. Some Commonly Used Terms and Definitions Listed below are some commonly used terms and definitions that the sorority uses in its fiscal management process: Calendar year – CY: January through December Fiscal year – FY: July through June Gross income: All the money that comes in before expenses are deducted. Budget: Maps out the sorority’s financial goals and expectations for the coming fiscal year. Operating income: Funds needed/used to pay required expenses associated with the sorority’s existence and survival. Cash: Funds available to meet routine, short-term obligations. Audit: Professional examination of the chapter’s financial records to gauge the accuracy, appropriateness, and consistency with general acceptable accounting principles; an external audit. Internal audit: Examination of financial records by persons within the organization who do not handle funds. Interest income: Bank interest applied to the organization’s account. Zero balance account: A type of account used to take in and pay out funds resulting in a zero balance at the end of the fiscal year. Balanced budgets: Expenditures subtracted from income equals zero. Lock box: A mailbox administered by a third party, such as the Bank of America, that allows sorors, chapters to make payments to a central location and the administrator can post the payment to the sorority’s bank account. This generally reduces mail delivery time. The priority of the lock box administrator is to deposit checks as soon as possible, not to update accounts receivable.

Debt: Money owed. Profit: Income after expenses have been deducted. Break-even: The volume of income necessary to cover costs/expenses. Internal Controls: Set of formalized written procedures used to safe guard financial assets and to ensure that any irregularities or errors do not occur. Bookkeeping: Systematic recording of financial transactions. Chart of accounts: Classification of income and expenses; financial transactions are grouped according to the classification provided in the chart of accounts under which it falls. Example (Income: membership dues, late fees, donations, new member dues, reclamation funds, ticket income.)

Summary Fiscal management is the proper handling of all monies according to established financial procedures. The process has essential steps and includes:          

budgets written financial procedures internal controls financial reports annual audits payment request and authorization forms invoices proper account signatures proper record keeping liability insurance

The sorority engages an external accounting firm to serve as staff accountants to national headquarters. The accountants are responsible for ensuring that the required financial systems and steps are conducted according to established financial protocol and procedures. They also serve as financial advisors to the national office.

Guiding Questions 1. 2. 3. 4. 5. 6.

Define fiscal management. List the essential steps involved in fiscal management. What are the purposes of a budget? What are the types of budgets? List the basic elements of fiscal management in addition to the budget. What are the responsibilities of the external accountant engaged by the sorority?

Image, Pride and Dress Introduction Team building, problem solving, decision-making, and facilitation skills are among the components essential to effective leadership. Each component allows the leader to influence the masses towards conformity, compliance, consensus, and cohesiveness. To accomplish these essential elements, the leader must employ such social-influencing behavior as attraction and ingratiation. Image, pride, and dress play a significant role in a leader’s ability to influence the masses.

Objectives 1. 2. 3. 4. 5. 6.

Define essential components of effective leadership. Identify the importance of making a good impression. Identify what influences impression formation. Identify some basic strategies to help project a positive image. Define pride and distinguish how it is viewed as a positive or negative trait. Explain how leaders serve as models of appropriate attire during specific occasions, including organizational rituals.

Image Some terms to be cognizant of include:    

Image: Impression (Webster, 1984) Impression: A characteristic, trait, or feature resulting from some influence; a telling image impressed on the senses or the mind (Webster, 1984) Impression Management: Tactics used to place oneself in a favorable light Self-Presentation: efforts to regulate one’s own behavior in order to create a favorable impression on others

In terms of team building, decision making, group consensus, cohesiveness, and program effectiveness, Adolph Hitler would be considered an effective leader; however, Hitler led by fear and intimidation for group consensus. He used power to facilitate consensus and preyed upon the prejudices and fears of others for cohesiveness. One goal of this leadership program is to help participants foster leadership and consensus through the application of socially accepted means. This goal can be attained through the recognition of the specific social traits and characteristics that influence compliance, including self-traits, attraction, and impression management. Making a Good Impression 

First impressions are lasting impressions. Therefore, you must form a favorable impression at first sight because you might not have a second chance.



An important part of leadership is to foster cohesiveness, consensus, and compliance among the masses. Through these social behavior problems are identified, decisions are reached, projects are implemented, and programs are successful. To gain compliance through socially accepted (non-autocratic) means, you must foster a good impression.

Influencing the Impression 

  

The weight given information received from others: More weight is given the information if: a) the information comes from someone we admire, respect, and trust; b) the more negative the information, the greater the weight; c) the more unusual or extreme the behavior or trait reported; d) first information received vs. information received later. Self-Traits: Positive traits include: self-control and self-confidence; negative self-traits include: self-absorbed, self-opinionated, and self-doubt Possessions: Our possessions say something about us, based on the perception of the individual making the assessment. The best advice to avoid negative impressions is –do your homework. Know the characteristics of your group and err on the side of conservatism. Manners: Good manners and civility are essential to building effective organizations.

The following is a suggested list of good corporate etiquette       

Lead by example. Always find time for people with urgent problems. Do not just listen; hear what is being said. Rise when someone enters the room; never look at your watch when talking. Mind your language; never use expletives. When in public, know what to do and when to avoid embarrassment. Be cognizant of the perceived tone of internet messages. All messages should be short and concise; never threaten, harass, or slander anyone; do not send unwelcome messages, including: chain letters, daily prayers, electronic birthday cards, and Christmas jingles.

Influencing Others The leader can facilitate group consensus through compliance. Seven factors that influence compliance include obedience, reciprocity, attraction, ingratiation, similarity, physical proximity, and cohesiveness. Of the seven factors, ingratiation, similarity, physical proximity, and cohesiveness are most constructive from an organizational standpoint. They suggest an effort towards compliance through collaboration, cooperation, respect, and agreement. Some ABC’s for Projecting a Positive Image A – Always know that the image you project also reflects upon the organization. B – Being well groomed allows you to focus on your purpose vs. your image. C – Care should be taken to accentuate your positives. D – Diplomacy may enable you to maintain a positive image. E – Enthusiasm for your tasks helps to enhance cooperation.

F – Formulate ways to use humor, where appropriate. G – Good meetings help to define your leadership image. H – Help others to bring out their best. I – Improve interpersonal communications skills, including speech and written.

Pride With a healthy balance of pride, you are able to present a positive self-image, project a positive effect, motivate and encourage others, serve as a positive role model, achieve group cohesiveness without being judgmental, gain compliance through ingratiation, undertake multiple projects that result in success, take on new challenges. Pride is viewed as a negative trait when an unhealthy dose of self-esteem, self-confidence, and self-respect result in an inflated ego, which can be detrimental to group cohesiveness. Dress Dressing appropriately for the occasion is important. Whether a program participant or in the audience, leaders must know the occasion and expected attire. This expectation should include the color as well as the style. Leaders must take the initiative to ask about the attire and the customs. Leaders of the organization should set the example for the membership by observing defined attire for rituals and other special occasions. The leader’s attire enhances their total image. The attire can be the reason an audience accepts or dismisses a leader’s image. Some rules of thumb for dress include:      

Wear suits (pants, dress, or skirt) Mid-calf dress and skirt length is safest and preferable to mini and macro Dark colors are associated with success Wear a matching jacket with a sleeveless dress Wear stylish but comfortable shoes Never wear V-neck or low cut blouses

When it comes to dressing for success, the bottom line is be comfortable, clean, correct, conservative, and safe.

Summary Image, pride, and dress influence group cohesiveness and group consensus, respectively, through a leader’s efforts to achieve compliance. Image is how others perceive leaders. Pride is how individuals perceive themselves and their accomplishments. Self-esteem, self-respect, and selfconfidence are indicators of the degree of pride people have in themselves. Dress and

appearance convey valuable information about individuals. Therefore, appearance should not overshadow personality.

Guiding Questions 1. How does image management and self-presentation influence the leader’s ability to influence members of the organization? 2. What are components of good corporate etiquette? 3. What are factors that influence compliance through group cohesiveness? 4. What are some of the consequences of balancing self-esteem, self-respect, and selfconfidence? 5. How does the leader’s attire influence the organization’s image and the leader’s personal image?

Interpersonal Communication and Social Skills Introduction Interpersonal communication skills/social skills are the ability to relate to and work with others in achieving specific social goals. Examples include speaking understandably, writing clearly, managing time and finances adequately and empathizing with and influencing people. The American psychiatrist, Harry Stack Sullivan (1892-1949), conceptualized interpersonal theory that emphasized conflicts between people. He believed that the cultural environment and social interactions were important determinants of personality development and that the individual is a product of the interpersonal environment. Additionally, Adler believed that individuals are social creatures by nature and that social environments and interactions shape human development.

Objectives     

Identify and discuss person-to-person communication that involves giving, receiving, and interpreting messages Identify skills that enhance developing and maintaining relationships Identify learning opportunities to interact positively and effectively with others Identify learning opportunities for successful management of time and finances Identify skills for resolving interpersonal conflict

Social Skills Difficulties Developing appropriate social behavior may be impaired for various reasons such as:   

inappropriate or lack of adequate models; failure to be provided with learning opportunities; and periods of emotional disturbances that interfere with or impair social skills.

A failure to learn adequate social skills can lead to feelings of isolation, loneliness, rejection, and poor self-esteem. Psychological problems that can be both the cause and effect, such as depression, anxiety, sexual dysfunction, aggression, and suicidal attempts are common. The severity of the social impairment varies more from person-to-person than from one situation to the next. In one person, the problems may be poor eye contact; with another, it may include every aspect of verbal and nonverbal behavior. These problems are seen in most social situations. Interpersonal conflict comes in many forms and has a variety of causes. A conflict may be rooted in a genuine clash of opposing beliefs and values or it may result from misperceptions or misunderstandings due to inaccurate or incomplete information.

Summary Leaders must discuss issues while demonstrating mutual respect, demonstrate a willingness to listen to others, and make an effort to understand the reasons for the differences in perceptions and felt needs. The expected outcomes will be the development of effective leaders; increased respect for others, understanding personal and relationship stress; and development of effective listening skills and development of successful team building skills. Leaders must encourage parties to listen to and understand one another. Once the issues are on the table and sufficient mutual understanding has been demonstrated, leaders brainstorm to identify potential solutions for the conflict.

Guiding Questions 1. 2. 3. 4.

Do I really want to resolve the conflict? Is what I am going to say true? Is what I am going to say relevant to the issue? Is what I am going to say constructive?

Communication Introduction This training unit focuses on the importance of communication as it relates to effective leadership. An effective leader must employ any means necessary to affect good communication at all levels of the organization. Communication is the exchange of thoughts, messages, or information, as by speech, signals, or writing. Today’s high tech world provides methods of communicating that are instant, and with a high degree of complete accuracy. An effective leader must make use of available means to be sure that the membership, stakeholders, and the community-at-large are sufficiently informed to carry out the organization’s program. An effective leader must be aware of the organization’s program and able to access the organization’s resources for the benefit of the organization and its constituents.

Objectives 1. 2. 3. 4.

Identify the components of communication. Identify specific communication methods. Provide models of communication tools. Provide the opportunity for the sharing of experiences and ideas that relate to effective communication. 5. Highlight the techniques of developing a newsletter and a meeting agenda. 6. Identify officer and member roles in effective communication.

Unit Content This unit will present the components, methods, and tools of communication by defining need for effective communication. Examples of effective speech in written and electronic methods of communication will be provided and explored. Examination of communication tools such as, newsletters, meeting agendas, membership directories, monthly or annual calendars, email, annual reports, and messaging service will provide further examples of how to accomplish effective communication. The importance of oral expression/body language will be emphasized.

Summary This unit is designed to increase awareness of effective communication methods and tools. Its presentation will include samples of methods and tools. Discussion and sharing by participants of “what works” will provide a hands-on approach to the unit. An understanding of the importance of effective communication on all levels of the organization is the guiding theme of the unit. The best national or chapter program is all for naught if communication on all levels is not forthcoming, understood and exciting. This unit, therefore, has as its primary focus to provide the why, the how, and the when of effective communication.

Guiding Questions 1. Why is effective communication critical to every organization? 2. How does effective communication determine the success of organizational programs/activities? 3. Why is it necessary to keep all constituents informed? 4. What are the results of effective communication? 5. What officers are most responsible for communicating with constituents and stakeholders? 6. What are the communication expectations of all members of the organization?

Public Relations Introduction Public Relations (PR) is the business of gaining and holding public understanding, mind share, and support. PR is most often thought of as publicity. However, publicity is just one of the tactics used. Today, public relations practitioners, professional or volunteer not only work to garner support for their organizations by providing information to external (public) audiences, they also help organizations determine what they must do to garner the good will of others, and develop activities designed to win that good will. Zeta leaders have a responsibility to ensure that a positive image of our organization is maintained at all levels. The Zeta brand is shaped by our images, written and visual communication tools, and the service we provide. Consistency is key for it will allow us to send a clear, controlled message of who we are, while creating a unified image of the entire organization.

Objectives 1. 2. 3. 4.

Identify how to make PR work for our organization. Reiterate national and regional mandates that provide PR guidance. Identify ways to build a successful PR program. Identify media opportunities and tips for the building of effective media relations.

Unit Content The first steps in helping to construct your public relations program is to decide where your organization is headed. Determine if your communications is aimed at a broad cross-section of the local community or a targeted to a specific interest group. Next, define your goals by listing what you want your communications to achieve. The relationship between public relations, successful service projects, and community support begins with your discussing the work of Zeta in the community. You can earn media coverage by developing contacts with reporters, writers, and news directors, as well as by pitching news story ideas, holding news conferences, and using other creative techniques to gain their attention. Make your news newsworthy by framing the issue in an appealing way. Try to find a current news issue, event, or other news hook to hang your story on. Ensure that your news gets to the right person by:   

checking media reference books to target your information calling the media to see which reporter covers your organization following up with a call to see if the reporter needs more information and offering an additional bit of information of special interest to that publication’s readers, listeners, or viewers.

You must work constantly to foster a positive working relationship with the media. continuous effort, effective media relations takes time to build.

Summary Your communication goals could include increased visibility among college-educated women, which could potentially have implications for membership recruitment. Whatever your goals are, identifying them and writing them down is one of the most important steps in building a successful public relations program. The key here is building. Successful public relations programs require consistent and planned building.

Guiding Questions 1. 2. 3. 4. 5.

What is public relations? Why is building public relations important to your organization? Why is it important to define your PR goals? What are some ways to develop effective media relations? What are some important media tools?

Parliamentary Procedures: A Basic Overview Introduction Parliamentary procedures have been applied to the rules governing the procedures and conduct of meetings of almost all organizations. Zeta Phi Beta Sorority, Incorporated follows Robert’s Rules of Order Newly Revised. In 1876, General Henry Martyn Robert published a book detailing the basics rules for conducting orderly meetings. His opus, Robert’s Rules of Order, is the most widely used document of parliamentary procedure in the United States. The basic principles of parliamentary procedures are majority rule, equal rights of all members to participate in the proceedings, and orderly consideration of all matters worthy of consideration by the body. This unit provides an overview of parliamentary procedures and the types of motions most likely to be used in the sorority to expedite business. The necessary officers of a deliberative assembly are the president (presiding officer) and secretary. Other officers should be in place so that the president may relinquish the chair if she so desires. The parliamentarian should also be in place to assist the presiding officer with the proper parliamentary procedures.

Objectives 1. Define parliamentary procedures, its purposes, and basic principles 2. Explain the importance of following parliamentary procedures in conducting business meetings

Decorum in Debate Parliamentary procedure not only involves handling motions, but the process includes the manner in which members of an assembly behave. Some of the expected behaviors of the parliamentary process are listed below:      

To seek the floor, a soror must be recognized by the presiding officer. A soror may not speak twice in discussion until other sorors who wish to speak have had an opportunity to do so. The presiding officer assigns who speak next. Sorors may not speak directly to one another during debate. The presiding officer may not participate in debate unless she relinquishes the chair. Sorors must restrict remarks to the motion on the floor.

The Anatomy of a Motion A motion is a formal introduction of business, a proposal for taking action, a demand, or a request. Handling a motion involves six steps outlined below.

1. A soror makes a motion.  I move that . . .  I move . . . 2. Another soror seconds the motion. If no second, the motion dies.  I second the motion.  Second.  I second it. 3. The presiding officer states the motion (It is moved and seconded that . . .) 4. The presiding officer calls for discussion of the motion. (The question is on adoption of the motion (repeat the motion).  Is there any discussion?  Is there any debate? 5. The presiding officer puts the question to a vote.  Voice vote: Those in favor of the motion, say aye. Those opposed, say no. 6. The chair announces the result of the vote.  Voice vote: The ayes have it, and the motion carries. (The no’s have it, and the motion is lost).

Types of Motions The business of the organization is carried out through a main motion. All debates, amendments, or procedural points must be germane to the business under consideration. Germane simply means that whatever is being said must be relevant. Motions have ranking order. Main motions are have lowest rank, and Incidental motions have highest rank. Only one motion can be discussed at a time. Some of the motions most likely used in the sorority to expedite business are listed below:      

Main Motion (#1): to bring new business to the floor (I move that . . . ) Amend (#3, Subsidiary motion): to improve the wording in a pending motion (I move to amend the motion by . . . ) Previous Question (# 7, Subsidiary motion): to end discussion on the subject [requires 2/3 vote] – (I move that we vote now; I call for the previous question) Lay on the Table (# 8, Subsidiary motion): to postpone discussion indefinitely Question of Privilege (# 10, Privilege Motion): to address issue of comfort such as noise or temperature (I rise to a question of privilege.) Point of Order (Incidental motion): to call attention to an infraction in rules of order (I rise to a point of order.)

Summary Parliamentary procedures are the rules governing the conduct of meetings during which several basic principles must be followed:   

majority rule, equal rights of all to participate, and orderly consideration of all matters.

The practice of parliamentary law involves these principles:     

discuss only one subject at a time, full and free debate of each proposition, equal rights of all members, majority rules and the rights of minority preserved, and individual desires should be merged into the larger assembly.

To conduct business meetings in an orderly fashion, we must follow the established format. Knowing the appropriate motion and phrasing of the motion is essential to the conduct of the business meeting and ensures that the business of the group is accomplished correctly.

Guiding Questions 1. 2. 3. 4. 5.

Define parliamentary procedures. What is the expected decorum of parliamentary law? Define a motion. What are the types of motions? What are the six steps to handle a motion?

Record Keeping Preserving the Organization’s Memory Introduction As a shared group memory, the records of an organization are important. They provide an understanding of the organization’s history and its role within the larger context of national, regional, state, and local history. Record keeping involves identifying what records need to be kept, how they are entered and maintained, and how they can be used effectively. This information is recorded as the result of a transaction or event in the course of conducting the business of the organization. A good record keeping system should be simple, reliable, accurate, consistent, and timeless.

Objectives   

Understand the importance of keeping records Understand the difference between permanent and temporary records Identity the purposes of keeping records

Purpose of Record keeping        

Preserve the sorority’s history by safeguarding essential information Provide documented evidence of programs, policies, and procedures Discern and evaluate the organization’s progress Reduce operating costs Improve efficiency and productivity Assure smooth transition among officers Serve as a source of self-evaluation Document required reporting o Life membership statistics o Financial members o Sorors with 50 years or more in the organization o Graduate and Undergraduate chapters o Amicae auxiliaries o Youth auxiliaries o Stork’s Nest

Permanent Records Governing documents  charter  constitution and bylaws, including amendments and revisions

   

minutes of meetings, agendas, supporting papers roster of officers, committee chairs and members membership list or directories General ledgers, journals, budgets, and financial reports.

Officers’ files  annual reports  correspondence  budget reports Committee files  special project reports  special studies  convention and conference materials  annual reports  correspondence  budget reports  procedural manuals and handbooks  building or property records  deeds  surveys  architectural drawings Legal documents  contracts  insurance policies Publications  organizational histories  anniversary publications  bulletins  newsletters  yearbooks  programs Audiovisual materials  photographs  audio or video cassettes  films of organizational activities Publicity  newspaper clippings about the organization or its members  copies of media clips about the organization or its member

Memorabilia  awards Products used for fund raising  Federal Tax ID number (chapter related)  Tax exempt number and backup documentation (where applicable)  Yearly tax returns (chapter related) Scrapbooks Temporary Records  Acknowledgements  Applications  Ballots  Bank statements  Bills  Budget working papers  Canceled checks  Invoices  Draft versions of publications, articles, speeches  Maps unrelated to the organization’s property  Meeting notices  Payroll notices  Receipts  Reservations and confirmations  Routine correspondence and memoranda  Sales literature  Schedules  Tickets  Vouchers  Flyers (related to chapter events)  Registration materials How to Keep Records Every organization should assign an individual to maintain the organization’s current records and preserve the historically significant records. An organization may include a statement about the importance of historical record preservation directly in its constitution or bylaws. The historian may be responsible maintaining the organization’s records, but the secretary, president, director, or someone with a keen interest in the organization’s history are others who can be charged with the task of record keeping. The historian’s responsibilities should include: 

Developing policies and procedures for maintaining and preserving the records

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Contacting affiliated state, regional, or national organizations to determine their established records policies and procedures Selecting an appropriate storage space or facility Sorting, organizing, and cataloging the records Dating and identifying items such as photographs and audio-visual materials Requesting permanent copies of all records that are frequently updated, such as membership lists, contributor, and officer lists Preparing a yearly update to the Basileus on the information that has been cataloged and stored

Summary Keeping accurate records decreases the need to revisit previously made decisions, recalling open issues and deferred items with ease, and proving what has been done. A good record keeping system will also enable organizations to manage tax obligations. Keeping accurate records will assist in proper transition between the outgoing and incoming officers.

Guiding Questions 1. Why should records be kept? 2. How long should records be kept? 3. Who should be responsible for keeping records?

Officer Transition Procedures Introduction The smooth transition of organizational officers will ensure that the business of the organization will continue. Current officers should have compiled a database of information that may include copies of chapter programs, contracts, banking information, and any information that will assist the incoming officer and enhance her effectiveness as soon as she takes office. In addition, current officers who become outgoing officers at the time of transition must share knowledge, materials, and information that they used while carrying out the responsibilities of their office. The transition will require the careful compiling of a database of information that will be passed from the outgoing to the incoming officer. Effective officer transition procedures are critical to the continuous smooth operation of the chapter. Organizations that created clear, written guidelines provided in a chapter handbook, procedures manual, or an officers’ handbook are assured of smooth transitions. General transition guidelines and those specific to individual offices should be written and updated in the chapter’s handbook, procedures manual or officers’ handbook. The process of exchanging records, materials, keys, banking information, for example, should occur as soon after the election and installation as possible to avoid down time in its operations and programs. An installation ceremony lends an official touch to the transition process and gives incoming and outgoing officers a sense of pride in the job completed by the outgoing officers and a sense of seriousness in the job the incoming officers. The transition process should also include major committee chairpersons. Often the work of major committees carries as much responsibility and critical information as does a chapter office. Therefore, the chairpersons of major committees should be required to maintain a database of information that should be forwarded to the incoming chairpersons.

Objectives 1. 2. 3. 4.

Identify and review typical officers involved in the transition process. Review transition procedures. Share experiences that point to the need for clear transition procedures. Identify officers’ roles.

Summary Effective officer transition procedures are critical to the continuous and successful operation of the organization. Current officers must share information and knowledge freely with incoming officers. General transition guidelines and those specific to individual offices should be written and kept updated in the organization’s handbook, procedures manual, or officers’ handbook. An installation ceremony for new officers provides an official touch to the transition process,

opportunity to acknowledge the work of outgoing officers, and a sense of seriousness to incoming officers.

Guiding Questions 1. 2. 3. 4.

Why are transition procedures so critical to the organization? Who drafts the procedures? Why is a database of officer procedures and processes important? Why should major committees be included in transition procedures/processes?

The Art of Appreciation

A Little Praise Goes a Long Way Introduction Knowing that someone cares is a great motivator. Family members, group members, and leaders need to know that their contributions and efforts are appreciated and valued. A little appreciation goes a long way toward making people feel like they are part of the team and giving them an incentive to do their best work.

Objectives 1. Understand the importance of expressing appreciation. 2. Understand that different types of people are motivated by different styles of recognition. 3. Become aware of various methods, styles, and approaches to giving ample doses of appreciation as needed.

The Need for Appreciation People need to feel appreciated and be recognized for their accomplishments and achievements. Taking one another for granted is an oversight that leaders cannot commit. An effective leader tells people how much they are truly appreciated. To be effective needs to be personalized and creatively appropriate to individuals. To be effective, appreciation should be specific and spoken or written. People are motivated in different ways, and leaders should express appreciation and give recognition on an ongoing basis, not just once a year. Recognition or reward is closely tied to motivation. Rewarding people in ways that are not significant to them is wasted effort. To meet everyone’s needs within groups and organizations, leaders use a variety of ways to express recognition and appreciation. Some group members will find certificates, pins, and luncheons meaningful. Achievement-oriented people may feel rewarded and recognized by gaining more responsibility in their work or new challenges. Power-oriented individuals may value the chance to train or lead other group members. Below are some examples of ways to appreciate persons and their efforts.

Summary To build satisfying relationships with the people, effective leaders regularly express appreciation, delight, affirmation, encouragement, and gratitude. Appreciation makes a relationship strong enough to accommodate differences and disagreements. Thinkers and researchers in many different fields agree that healthy relationships need a core of mutual appreciation. Honest and sincere appreciation:

     

stimulates interest and enthusiasm, encourages cooperation and efficiency, promotes happiness and good fellowship, increases self-confidence and loyalty, stimulates a feeling of importance and self-respect, and remedies some of the ills and discouragements of life.

Guiding Questions 1. Why should you show appreciation to others? 2. How could you show appreciation to a committee for a job well done? 3. You have several chapter members who worked diligently on a project. How would you reward them and when would be the best time to give that reward?

Follow-Through Introduction The delegation of responsibility for a task is necessary in effective leadership because one individual cannot do everything. With delegation comes the added responsibility for ensuring that the task is completed. This responsibility is called follow-through or follow-up.

Objectives 1. Define follow through. 2. Identify the reasons why follow-through is necessary. 3. Determine the points at which follow-through should take place. Definition Follow-through is the completion of a sequence of acts after the main act.

Follow-through    

Ensures that all parties understand the reason for the task, the requirements of the task, and the expectations of the task. Minimizes errors, omissions, mistakes, and assumptions in the implementation of a task. Ensures that details are addressed, questions answered, and projects focused. Supports the individual who has the assignment.

When and How to Follow-through    

Shortly after the initial instructions have been given to clarify questions and provide feedback regarding the task At the halfway point of the project At the ¾ point of the project Shortly before the completion due date.

Summary Follow-through is defined as the completion of a sequence of acts after the main act. Such action on the part of a leader ensures that the individual assigned completely understand the task. Follow-through provides support to and strengthens the confidence of the individual to whom the task is given. The leader must establish for herself the intervals during which she will check on the progress of bringing the task to full completion.

Guiding Questions 1. Define follow-through and its significance in the effective leadership process. 2. When should follow-through take place?

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