2016 Participant Manual
Your Pinnacle Dear Brother Number Is, Welcome to NLI! Brothers, this is your year. You have been selected as the leader of your chapter. You are entrusted with the duty of holding others accountable, getting your job done, keeping your members and guests safe, all the while, enjoying college and making good grades. This is a lofty endeavor. Make no mistake. This is not just another on-campus role. Indeed, it is likely that you will not have this much responsibility, duty, or power in a job or volunteer role for many years to come. Nor, have you ever reached such a height of leadership as you have in this role as Number I. How you choose to lead is up to you. This weekend will provide you the rules and tools, the knowledge, and direction to use throughout your term. It is your job to use them properly and for the right reasons. You may be an Ammen or Marshall award-winning chapter. Or, you may have just been handed a mountain of debt. Perhaps your chapter is on the way up--or maybe you are barely off risk management sanctions. If you are on top, it is very hard to stay there. If you are at the the bottom, it is hard to show your members just how great the summit looks. After all, neither journey is easy. No matter what, you are all going to face similar challenges and you are all going to need support to overcome them. Ask questions. Be honest. Learn. Above all, challenge yourself. Remember this not just this weekend, but all year long. As we celebrate the Order’s Sesquicentennial, leave your mark on your chapter in amidst of this memorable celebration. On behalf of the Knight Commander, Executive Director Larry Stanton Wiese, and the entire national administrative staff, I welcome you to the job. Please thank all our volunteers this weekend for their time and assistance to help you become the best Number I. Fraternally,
J. Michael Duncan Former Knight Commander & Dean of the Institute
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Schedule
THURSDAY - JAN. 7 12:30pm
Registration Opens, Lobby
1-5:00pm
Composite Photos, Lobby
5-6:00pm
NLI Faculty Orientation, Kappa Alpha Conference Room
5:30-6:45pm Dinner 7:00pm
Opening Ceremony & Welcome J. Michael Duncan, Former Knight Commander
7:45pm
Council Meeting #1 - Introductions & Planning
8:45pm
Break
9:00pm REVIEW OF KA POLICIES Brent W. Fellows, Assistant Executive Director for Chapter Services 9:30pm Number Is, Meet Your Associate Director Kappa Alpha - Tullis Beasley (Feller, Graves, Hamilton, Smith) Harris Room - Matt Mandeville (Ammen, White, Wood) Lakeview 2 - Brandon Steadman (Crawford, Dunwody, Hardeman, Irwin) Lakeview 3 - Collins Williamson (Locke, Mikell, Walsh) Hollifield Hall - Mason Tarpley (Candler, Chiles, Forester, Frampton, Neal) Room 4 - Blake Berkbuegler & Sam Mynhier (Provisional Chapters)
FRIDAY - JAN. 8 7:30-8:15am Breakfast 8:30am
Roll Call
The Birkman Assessment Wilson Wong, President of Plaid 11:00am
Council Meeting #2 - Implementing the Birkman Assessment
12:00pm Lunch 1:30pm RISK MANAGEMENT: THE POLICY AND RECENT EVENTS Larry Stanton Wiese, Executive Director 3:00pm
Council Meeting #3 - Identifying Risks and Creating a Plan of Action
4:00pm
Break
4:15pm COMMUNICATIONS ON CAMPUS Jesse S. Lyons, Assistant Executive Director for Advancement 4:45pm
KNIGHT COMMANDER’S ADDRESS & NUMBER I’S OATH OF OFFICE Darren S. Kay, Knight Commander
5:30pm
Dinner
7:00pm Distinctive Accomplishments: Leadership Points from the Mastermind of the Capture of Saddam Hussein Eric Maddox, Presenter 8:30pm
Undergraduate Conference I
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Schedule SATURDAY - JAN. 9 7:30am
Breakfast
8:30am
Roll Call
TOOLS TO RUN A CHAPTER J. Michael Duncan, Former Knight Commander 9:45am
Council Meeting #4 - Effective Leadership and Delegation
10:45am Break 11:00am
MANAGING RECRUITMENT AS THE NUMBER I Anthony Graziani, Director of Chapter Development
11:30am
SPECIAL EVENTS INSURANCE: WHEN IS IT NEEDED? David Merrill, Director of Risk Management
12:00pm Lunch 1:00pm
Undergraduate Conference II
2:30pm
Break
2:45pm COLLEGE, CAREERS, AND LEADERSHIP: OUR PATH TO ACADEMIC SUCCESS Greg Singleton, National Scholarship Officer & Forester Province Commander 3:45pm
Council Meeting #5 - Improving Academic Performance
5:00pm CRISIS MANAGEMENT Larry Stanton Wiese, Executive Director 5:30pm
Dinner
7:00pm ACCOUNTABILITY & STANDARDS: MINOR AND MAJOR OFFENSES Larry Stanton Wiese, Executive Director 8:00pm THE POWER OF THE RITUAL: HISTORY AND USAGE (initiated members only) C. Douglas Simmons III, Senior Councilor 9:00pm
Council Meeting #6 - Fraternal Values
SUNDAY - JAN. 10 7:30am
GENERAL NOTES & INFO • Your Council Group Number, located on your name tag, corresponds with your Meeting Room Number. (See inside Cover)
Breakfast
8:30am WORSHIP SERVICE Dwain P. Knight, National Chaplain 9:00am FINANCIAL ORGANIZATION: A LOOK AT VAULT Tullis Beasley, Senior Associate Director for Chapter Services 9:30am
Council Meeting #7 - Building Your Team
11:00 am
Closing Ceremony & Departure
11:30 am
Lunch (if flight time allows)
• On Sunday morning, bring your luggage to your Meeting Room and return key to the front desk. • Additional snacks will be available in the evenings until 11pm.
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SHARE YOUR THOUGHTS!
Social Media
Get a head start on getting your brothers on board with new ideas and goals. Share what you are learning at NLI on social media. Remember, your alumni are watching. Your school is watching. Share with them the great plans you are developing!
/KappaAlphaOrder @KappaAlphaOrder
Use the hashtag #NLI2016 on all social media & tag @kappaalphaorder as well!
@KappaAlphaOrder The Number Is of Kappa Alpha Order
D.C. Summer Internship The E. Fleming Mason Memorial Internship Program was created to provide deserving undergraduates with the desire to become better educated and informed on both the public and private sectors of our national government. In addition, this program will give undergraduates the opportunity to gain professional work experience while living in the Washington, D.C. area. The E. Fleming Mason Memorial Internship Program provides a once in a lifetime opportunity. Applications for 2016 Internships are due January 20th, 2016. “Working and living in DC was quite the experience. Having studied politics throughout my college career, it was great to finally get to see how the country works first hand. My favorite part of the internship was meeting all the other KAs that lived in the area. From Congressmen to Chiefs of Staff to interns. KA’s are everywhere in DC. My internship solidified my idea that I want to live and work in DC when I graduate in December.” – Matthew G. Brownlee (Beta Eta - Oklahoma ‘11)
www.KAOEF.org/Internship
Mission The mission of the Number I’s Leadership Institute is to effectively and efficiently educate the Order’s newly elected Number Is on the mission, vision, and policies of the Order.
Vision Knight Commander Province Commander Number I Active Chapter
NLI Education General Sessions - Large group Throughout the weekend, you’ll hear from experts in their fields, higher education professionals, leadership lecturers, and prestigious KAs. Topics will include Ritual, Risk Management, Public Relations & Crisis Management, Leadership, Accountability, Recruitment, Membership Education, Academics, and Mental Health. This is one of the greatest collections of speakers and topics in NLI history. Council Meetings - Small group All Number Is are assigned to small groups, or “Councils.” Each Council Meeting will typically follow a General Session speaker or speakers and will focus on those topics covered. Council Meetings allow you to participate in free-flowing discussion of topics. Share your problems and contribute ideas to your fellow Number Is. Challenge yourself and one another to live up to KA standards. Ask questions! Utilize the staff and volunteer facilitators for your Council both in the meetings and in your free time, such as during meals. Mentor/Mentee & Peer Leadership Opportunities - One-on-One Throughout the weekend you’ll meet volunteers and staff who are committed to your success. Exchange contact information and stay in touch to keep a supporter on your side throughout the year. Furthermore, as you connect with fellow Number Is who are in similar situations or even complimentary situations with their chapters, take the time to spread our brotherhood outside your chapter and find a peer leader who you trust and respect. Number I’s Resource Guide You are provided a binder with information including handouts, guides, worksheets, and transition materials. Included also are resources for you to give your officers and committee members, and to help plan your term. Number I’s Term Plan You also have a term plan document that you will use to assess your strengths and weaknesses, build your goals, plans, calendar, and delegation strategies.
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Gentleman’s Code “We have but one rule here and that is that every student must be a gentleman.” Robert E. Lee We are guests of Caraway Conference Center. You are representing your college or university, chapter, and the Order. Remember that all of your actions will reflect upon their images. This is an alcohol-free event. Failure to abide by this policy will result in removal from the Number I’s Leadership Institute, removal from office, notification to your chapter of your behavior, and all expenses being charged back to your chapter for your attendance. Watch your language. This is a Christian conference center and inappropriate language will not be tolerated. There is no reason to leave the conference center. If you must leave the conference center, you are required to receive permission from the Executive Director. Arrive to sessions on time and make sure to bring your materials. These include your manual, something to write with, name tag, and Number I’s Jewel. Be courteous during general sessions, refraining from disturbing others and talking loudly. Do not use your cell phone during general sessions and council meetings. Do post positive ideas, pictures, or new thoughts on social media during breaks. Keep noise down in your sleeping rooms. Your neighbors may or may not be KA brothers, and some may be taking advantage of the time away to get some rest. Complete your conference evaluation at the end of NLI. Your feedback is important so that we can continue to make this program better every year. Remember, much time and effort has gone in to planning NLI and many volunteers are giving their time this weekend. You are required to attend all activities.
KAOEF Scholarships Annually, the KAOEF awards scholarships to participants based on an established Endowment and Spending Policy along with an approved application and grading process. Recipients are selected by the KAOEF’s Scholarship Committee based on applications received. Last year, the KAOEF awarded over $60,000 of scholarships to various applicants. Applications for 2016-2017 Scholarships are due February 1, 2016.
www.KAOEF.org/Scholarship
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Featured Speakers Wilson Wong serves as President of Plaid. Wilson’s 18 years in the restaurant industry, coupled with his extensive travels through Asia, Europe and North America have brought him in contact with hundreds of thousands of people. These experiences have given him an appreciation of and for the diversities and similarities among people throughout the world. He also has developed a strong ability to assess quickly the moods and needs of diverse personalities of individuals and groups and responds to meet those. His aptitude for understanding diversity and human behavior is based on formal training and his unique set of life experiences. Born at sea on the Pacific Ocean, his early childhood was spent in the Mississippi Delta as an Asian in a black and white society. After graduation from Georgia Tech in Industrial Design, he returned to assist in the management and operation of his family’s business in Jackson, Mississippi where he also served on the Mississippi Restaurant Association Board of Directors. He later spent four years in San Francisco pursuing a career as a writer and photographer and serving as president of the Angel Island Immigration Foundation, a non-profit restoration organization. Wilson’s subsequent experience in both corporate and non-profit management has led to a wide array of clients ranging from smokestack industries to state government.
Eric Maddox graduated from the University of Oklahoma in May 1994. Upon graduation, Eric Maddox joined the U.S. Army as an infantry paratrooper for the 82nd Airborne Division. After spending three years as an airborne Ranger, Eric reenlisted as an interrogator and Chinese Mandarin linguist. Since 9/11, Eric has conducted over 2,700 interrogations while deploying eight times in support of the Global War on Terrorism (GWOT) to include multiple tours in Iraq, Afghanistan, South America, Southeast Asia, and Europe. In 2003, while assigned to a special operations task force in Tikrit, Eric conducted over 300 interrogations and collected the intelligence which directly led to the capture of Saddam Hussein. As a result, he was awarded the Legion of Merit, the Defense Intelligence Agency’s Director’s Award and the National Intelligence Medal of Achievement. After being hired as a civilian with the Department of Defense, Eric continued to help fight the Global War on Terror (GWOT) until 2014. Eric is now a private consultant and negotiator and lives in his hometown of Sapulpa, Oklahoma.
Thank you to the Graphic Cow Company for fully sponsoring our NLI t-shirt again this year! Please consider using them for all of your event, recruitment, and specialty t-shirts! They are officially licensed to sell products with KA’s marks and imagery. www.grafcow.com
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Faculty & Presenters Darren S. Kay (Alpha Eta - Westminster ’88) is the Order’s Knight Commander. Darren S. Kay holds a Bachelor of Arts Degree in Accounting, Business Administration and Economics. Darren is an assurance partner with Ernst & Young’s Financial Services office where he has specialized in the insurance industry during his 20+ year career. He leads Ernst & Young’s insurance practice in the Indiana marketplace and is a frequent speaker on insurance industry topics. Darren was elected to the Executive Council in August 2007 and as Senior Councilor in August 2013. He had previously served as Chiles Province Commander in 2000 and is a member of the Ammen, Candler, Chiles and Frampton Courts of Honor. Darren resides outside of Indianapolis with his wife, Karen, and two children, Allen and Mason. C. Douglas Simmons III (Beta Tau-Mississippi State University ‘95) is the Senior Councilor of the Executive Council. Previously he served as the Emmett Lee Irwin Province Commander from 2005-2008. He is a former staff member of the National Administrative Office where he worked as an educational and leadership consultant from 1998-2000. For the past several years, he has taught many undergraduates about the customs of the Order at several national conferences and province councils across the country. He has also been a faculty member for all of the Stewards of the Order programs. He resides in Greenville, Mississippi, where he is a rice and soybean producer. J. Michael Duncan (Delta Kappa - Stephen F. Austin ’69) served as Knight Commander from 2007-2011 during which thirteen chapters were established or re-chartered as well as the Theta, Sigma Alpha and Omega Commissions and the Military Division of Kappa Alpha Order were established. Concerned with providing quality education to the Order’s Number I’s, Duncan worked to create the 1st Number I’s Leadership Institute in 2003 and has served as the Dean of the Institute every year. A retired Senior Special Agent of the Bureau of Alcohol, Tobacco and Firearms, he owns and operates Duncan & Associates, a security consulting and investigation firm in Texas. Larry Stanton Wiese (Gamma Omega - Midwestern State ’87) is the Order’s Executive Director and General Counsel, as well as the Kappa Alpha Order Educational Foundation’s Executive Director. Larry served as an Educational and Leadership Consultant from 1990 to 1991, Mikell Deputy Commander from 1991 to 1995, and Assistant Executive Director from 1995 to 1996. Larry is a past President of: FIPG, Inc., the Fraternity Executive Association, and the Fraternity and Sorority Political Action Committee. He is a member of the American Society of Association Executives. Larry is admitted to practice law in the Commonwealth of Virginia and the District of Columbia. Brent W. Fellows (Epsilon Theta - Western Kentucky ’98) is the Assistant Executive Director for Chapter Services. He graduated with a B.A. in Social Studies with an emphasis in Secondary Education. Brent has worked on staff since 2000 as a traveling consultant and as the Director of Educational Programming. He has assisted with the implementation of the Crusade RoundTable and Crusade Program. He has also implemented the Number I’s Leadership Institute, Enhanced Province Councils, Emerging Leaders Academy and Stewards of the Order. Dustin G. Brann (Alpha Omega - North Carolina State ’11) is the Director of Leadership Education and previously served the Order as an associate director for chapter development. Dustin supervises our conferences and leadership education programs, acts as a liaison with the National Scholarship Officer and the Muscular Dystrophy Association. He also assists with online educational initiatives and preventive risk reduction and management education. He earned a B.S. in Agriculture Business Management and Agriculture and a B.S. in Environmental Technologies.
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Faculty & Presenters
Jesse S. Lyons (Delta Alpha - Western Carolina ‘98) is the Assistant Executive Director for Advancement and Editor of The Kappa Alpha Journal. Jesse has served as an Educational and Leadership Consultant, a Chapter Development Consultant, the Director of Chapter Development, and the Director of Communications. In his current capacity, Jesse leads public relations activities, brand management, publication creation, and digital media, along with the national website, for both internal and external audiences. Jesse is the president of the Fraternity Communications Association. Jesse is a former IX, III, VIII, and I and has a Bachelor of Science in Business Administration. Michael P. Wilson (Alpha Theta - Transylvania ‘99) is the Assistant Executive Director for Alumni Affairs. Michael has served as an Educational and Leadership Consultant, Director of Chapter Services, and Director of Operations. In this current role he oversees alumni engagement, programs and services. In addition, his work includes managing projects and resources for the Fraternity Housing Corporation (FHC), overseeing the building and grounds at Mulberry Hill and assisting both the Order and Foundation with annual meetings. Michael is a past presenter at the Association for Fraternal Values and Leadership (AFLV) Center, and the FRMT Risk Management Conference. Anthony Graziani (Zeta Pi - Florida Gulf Coast ’07) is the Director of Chapter Development. Anthony previously served the Order as an associate director for chapter services. He received a Bachelor of Science in Resort and Hospitality Management. He served as Number I, Number III and Crusade Commander as well as IFC President and Student Body Vice President. In 2010, he was selected as a participant in the E. Fleming Mason Memorial Internship Program. Anthony has also served as the alumnus advisor for the Zeta Pi Chapter.
David Merrill (Zeta Pi - Florida Gulf Coast ‘08) is the Director of Risk Management working as the Order’s point person on risk reduction and education, and previously served as an associate director for chapter services. David graduated in May 2013, with a bachelor’s degree in legal studies. David is from Englewood, Fl., and served his chapter as social chair, Number VIII, Number VI, and Number I. David was also a Student Government Senator. He was a mock chapter advisor at the 2012 Emerging Leaders Academy as well as a facilitator for the 2013 Number I’s Leadership Institute. Greg Singleton (Gamma Gamma - Memphis ‘82) is the Forester Province Commander and the National Scholarship Officer. He served previously as an educational and leadership consultant, Dean of the National Leadership Institute, and Feller Deputy Province Commander. He is a member of the Feller Province Court of Honor, a recipient of the Order’s Accolade for Interfraternal Service and the Knight Commander’s Accolade. He currently resides in Clarksville, Tenn., and is the Associate Vice President for Student Affairs and Dean of Students at Austin Peay State University. With nearly 30 years of experience in higher education, he is a frequent presenter at regional and national conferences. Dwain Knight (Delta Kappa - Stephen F. Austin ‘04) is the Order’s National Chaplain and has held that distinction since 2009. Prior to 2009 Dwain served as a Deputy National Chaplain. Also in 2007, he was inducted into the William A. Walsh Province Court of Honor for meritorious service. He is recognized as a Steward of the Order and as a member of the Loyal Order. Dwain is a retired high school teacher and coach. Residing in East Texas, he is an ordained minister. Tullis Beasley (Delta Rho - Valdosta State ’09) is a Senior Associate Director for Chapter Services. He graduated with a bachelor’s degree in political science. Originally from Valdosta, Ga., he served as Number VIII, VI and Alumni Relations Chairman of his chapter. Tullis also served on campus with the Student Government Association as the chief justice, ambassador, IFC Executive Vice President of Judicial Affairs, and Interfraternity Council Undergraduate Assistant working with his Greek community. Tullis has been an ELA Mock Chapter Advisor for the past five years.
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Facilitators 1
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Dr. Gary G. Wiser, Jr. Dr. J. Q. “Bo” Mantooth David C. Merrill (Delta Lambda – Middle (Delta Upsilon - Tennessee- (Zeta Pi - Florida Gulf Coast ’08) Tennessee State ’99) Martin ’03) Director of Risk Management Director for Fraternity and Sorority Director of Fraternity & Sorority Life at Clemson Life at Indiana State
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Collins D. Williamson (Alpha Beta - Alabama ’09) Associate Director for Chapter Services
Gregory R. Singleton James T. Ruedlinger, Jr. (Gamma Gamma - Memphis ’82) (Delta Iota - Texas-Arlington ’14) Associate Vice President for Student Vice President of Student Affairs and Dean of Students at Governance at Texas-Arlington Austin Peay State
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Keith A. Beall (Beta Eta - Oklahoma ’88) Chief of Staff for the Lieutenant Governor of Oklahoma
Ethan J. Bush Casmer W. “Cas” Heilman (Delta Xi - McNeese State ’97) (Zeta Mu - Washington ’97) Vice President and Chief Membership Supervisor for Costco Development Officer for Mary Bird Perkins Cancer Center
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John T. Rooney (Alpha Eta - Westminster ’91) Vice President, Information Services of Shelter Insurance
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Nicholas S. Palmer (Delta Lambda - Middle Tennessee State ’04) Director of Development - KAOEF
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Dr. Joel A. Nickles (Delta Sigma - Houston Baptist University ’74) Founder & Owner of Cinco Meadows Dental
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Tullis D. Beasley Evan L. Stack R. Charles “Charley” Grant (Delta Rho - Valdosta State ’09) (Zeta Chi - Kennesaw State ’15) (Beta Delta - Georgetown Senior Associate Director for Former Number I College ’08) Chapter Services Associate Development Manager for Nashville Division of Kroger
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Dwain P. Knight (Delta Kappa - Stephen F. Austin State ’04) National Chaplain
Brandon J. Steadman (Delta Lambda - Middle Tennessee State ’11) Associate Director for Chapter Services
Blake W. Berkbuegler (Alpha Eta - Westminster ’11) Senior Associate Director for Chapter Development
Mason W. Tarpley (Beta Xi - Oklahoma State ’10) Associate Director for Chapter Services
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Matthew T. Mandeville (Beta Rho - Roanoke ’12) Associate Director for Chapter Services
Dr. Mark D. Hale (Gamma Lambda - N. Texas ’92) Assistant Provost at Dallas Baptist University
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Anthony M. Graziani Sam E. Mynhier (Zeta Pi - Florida Gulf Coast ’07) (Zeta Tau - Austin Peay State ’11) Director of Chapter Development Associate Director for Chapter Development
Brent E. Buswell (Beta Eta - Oklahoma ’09) Director of Communications
Our Values Gentility. The men of Kappa Alpha Order are known as the gentlemen of the fraternity world. A KA, through his gentility, should always be distinguished by his modern chivalric characteristics. Knowledge. The philosophy of our Order is that the acquisition of knowledge and the development of character are the great goals of life. Our focus on the cultivation of knowledge manifests itself through academic achievement on campus, growth and success in our careers, and the positive impact we have in the communities where we reside. Leadership. We teach our members to be leaders among men, on campus, in their communities, and throughout life. Through bravery and self-reliance, KAs strive to lead their lives with honor, and when given the opportunity, to lead others with humility, integrity, and justice. Perseverance. “Onward” is ever our stance despite the danger and difficulty that life often brings. KAs understand that anything in life worth attaining will take hard work, dedication, and determination, whether in the classroom, the community, or throughout the endeavors of life. Reverence. Our founders sought to emulate the ideal Christian gentleman and in so doing recognized the importance of having a deep reverence for God. Our motto, “Dieu et Les Dames” means “God and the ladies” and reflects our commitment to the ideals of modern chivalry as a contemporary order of knights. Service. At the heart of the code of chivalry and the fabric of KA is service to those in need. Through community service, volunteerism and commitment to philanthropy, KAs aim to serve those around them as students and citizens. Excellence. Excellence is our aim and “Upward” is the direction that we continually strive. No matter the situation or circumstance, KAs work to attain excellence and to overcome the temptation to settle for mediocrity. We exemplify this commitment through leadership and service to others, with a vision to make the world a brighter place in which to work and live. Kappa Alpha Order is the Moral Compass for the Modern Gentleman with a lifelong emphasis on reverence, gentility, service, leadership, knowledge, perseverance, and excellence. You come to college with your values intact; you have learned from family and friends what’s right and wrong. While in college, KA helps you keep your compass straight, develop your values-set and experiences, and points you in a great direction for your future. Then, with our history and your experience, your journey in life, forever KA, becomes clear. 1. What does the Moral Compass mean?
2. What are Kappa Alpha’s values?
3. How important is it to live up to your obligations and values?
4. As Number I, will you hold others to their obligations?
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Council Meeting 1 INTRODUCTIONS & PLANNING YOUR TERM “Let us be of one mind and faith, let us banish all that is evil and cling to all that is good. Let us pull together and pull hard; but above all things let there be no doubt that we are pulling right.” - James Ward Wood, Chief Founder (From an essay read to Old Alpha in 1866)
James Ward Wood was one of the four founders, and the driving force that sparked life into our Order. After enrolling at Washington College, Wood was unimpressed with the existing fraternities on campus at the time, so he decided to form his own fraternity. On December 21, 1865, Wood, William Nelson Scott, and William Archibald Walsh toasted to a new friendship. Together, they met, planned, and became Phi Kappa Chi, which would thereafter undergo an evolution and become Kappa Alpha Order.
MEET YOUR BROTHERS 1. What is your favorite sports team?
Brother ____________’s answer:
2. What did you do over the break?
Brother ____________’s answer:
3. Why did you join KA?
Brother ____________’s answer:
4. Why did you want to be Number I?
Brother ____________’s answer:
5. What is your best strength as Number I?
Brother ____________’s answer:
6. What is your chapter’s best area of operations?
Brother ____________’s answer:
7. What is one of your goals as Number I?
Brother ____________’s answer:
8. What is your biggest challenge with your chapter?
Brother ____________’s answer:
TERM PLAN CREATION (SEE HANDOUT)
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CM 1 - cont. STRENGTHS AND CHALLENGES What are the top five Strengths and top five Challenges you know about your chapter, today. STRENGTHS CHALLENGES 1. 1. 2. 2. 3. 3. 4. 4. 5. 5.
WHAT DO YOU HOPE TO GAIN? What have you learned about yourself so far at NLI? Think about interactions with council members and other Number I’s you have met at NLI.
What are you hoping to gain from your Number I’s Leadership Institute experience?
What grade would you give your chapter this past year? EXPLAIN. (A) Excellent (B) Good (C) Fair (D) Poor (F) Failure
What grade would you predict the next Number I will give you when he rates your performance at the 2017 Number I’s Leadership Institute? EXPLAIN. (A) Excellent (B) Good (C) Fair (D) Poor (F) Failure
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What is Personal Development?
Personal development encompasses activities that improve awareness and identity, develop talents and potential, build human capital and facilitate employability, enhance quality of life and contribute to the realization of dreams and aspirations.
“THE UNEXAMINED LIFE IS NOT WORTH LIVING.” -
The concept is not limited to self-help but includes formal and informal activities for developing others in roles such as teacher, guide, counselor, manager, life coach or mentor.
Socrates, 400 BC -
When personal development takes place in the context of institutions, it refers to the methods, programs, tools, techniques, and assessment systems that support human development at the individual level in organizations.
Why is Personal Development Important? • Improves self-awareness and self-knowledge
• Identifies and improves potential
• Enriches the learning of new skills
• Builds employability and human capital
• Assists in becoming a self-leader
• Enhances lifestyle and the quality of life
• Builds or renews identity/self-esteem
• Improves health and fulfills aspirations
• Develops strengths and talents
• Initiates a life enterprise and personal autonomy
• Improves wealth and spiritual development
• Defines and executes personal development plans • Expands social abilities
Self Awareness
Self-awareness is the capacity for introspection and the ability to recognize oneself as an individual separate from the environment and other individuals. It is not to be confused with consciousness. While consciousness is being aware of one’s environment and body and lifestyle, self-awareness is the recognition of that consciousness. When we focus our attention on ourselves, we evaluate and compare our current behavior to our internal standards and values. We become self-conscious as objective evaluators of ourselves. People are more likely to align their behavior with their standards when made self-aware. People will be negatively affected if they don’t live up to their personal standards. www.beingplaid.com
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“IF A MAN EMPTIES HIS PURSE INTO HIS HEAD, NO MAN CAN TAKE IT AWAY FROM HIM. AN INVESTMENT IN KNOWLEDGE ALWAYS PAYS THE BEST INTEREST.” -
Benjamin Franklin -
Self Awareness Relationships RELATIONSHIP WITH SELF RELATIONSHIP WITH STUFF THAT WE DO
RELATIONSHIP WITH OTHERS
The Colors
RED
YELLOW
BLUE
GREEN
What does it represent?
What does it represent?
What does it represent?
What does it represent?
What question does it ask?
What question does it ask?
What question does it ask?
What question does it ask?
Red represents
Red asks,
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The areas in which you prefer to spend your energies: what you like to do; your passion and desires.
?
?
The Symbols
◊
USUAL BEHAVIOR:
Green represents
Yellow asks,
Blue asks,
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INTERESTS:
Yellow represents
Blue represents
Indicates your usual, flexible, adaptable behavior when your personal needs are met: how you like to do things; your positive, “good day” behaviors.
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?
o
NEEDS:
The support you need to be productive; how you see the world and how you expect the world to treat you; your perceptual filter.
www.beingplaid.com
Green asks,
STRESS BEHAVIOR:
Describes how an individual reacts when basic personal needs are either not met or perceived as unmet; a reactive and reflexive behavior; your negative “bad day” behaviors.
The Lifestyle Grid ®
The Lifestyle Grid ®
When you put the colors and symbols together you form the Life Style Grid. It is important to note that t Life Style Grid represents an aggregation of a large amount of data that comes from Plaid’s assessment tool. Humans are extremely complex but the Life Style Grid is a great tool to help take the mystery out o together you form the Life Style Grid. It is important to note that the human behavior.
When you put the colors and symbols Life Style Grid represents an aggregation of a large amount of data that comes from Plaid’s assessment tool. Humans are extremely complex but the Life Style Grid is a great tool DIRECT to help take the mystery out of human behavior. When you put the colors and symbols RED GREEN together you form the Lifestyle Grid. It is important to note that the Lifestyle DIRECT Grid represents an aggregation of a large amount of data that comes from Plaid’s assessment tool. Humans are extremely ACTION RELATIONSHIPS complex but the LifestyleRED Grid is a great GREEN TASK PEOPLE tool to help take the mystery out of human behavior. YELLOW BLUE
What?
Who?
What?
Who? How?
Why?
ACTION
RELATIONSHIPS PROCESS
THOUGHT
TASK
PEOPLE
INDIRECT
YELLOW
BLUE
Your Lifestyle Grid
1. Look at your nametag and transfer the location of the symbols onto the blank grid.
How? Your LifestyleWhy? Grid
2. Once you have drawn in the symbols, connect them using straight lines to form a triangle. 3. Now compare the location of your symbols to the Lifestyle Grid on the previous page. 4. What does it say about you?
1. Look at your nametag and transfer the location of the symbols onto the blank grid.
PROCESS THOUGHT 2. Once you have drawn in the symbols, connect them using straight lines to form a triangle. Look atthe your nametag and transfer 3. Now1. compare location of your symbols the to the Lifestyle Grid on thewww.beingplaid.com previous page. location of the symbols onto the blank INDIRECT 4. What does grid.it say about you? 2. Once you have drawn the symbols, connect them using straight lines to form a triangle. 3. Now compare the location of your symbols to the Lifestyle Grid above. 4. What does it say about you?
www.beingplaid.com
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*
BLUE INTERESTS Likes to: Plan Deal with abstractions Think of new approaches Innovate Work with ideas
◊
BLUE USUAL BEHAVIOR Acts: Insightful Selectively sociable Thoughtful Reflective Optimistic
* Interests * * *
GREEN INTERESTS Likes to: Sell Promote Persuade Motivate
RED INTERESTS Likes to: Build Organize See finished product Solve problems
◊ Usual Behavior ◊ ◊ ◊
GREEN USUAL BEHAVIOR Acts: Competitive Assertive Flexible Enthusiastic about new things
RED USUAL BEHAVIOR Acts: Friendly Decisive Energetic Frank Logical Casual
www.beingplaid.com
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*
YELLOW INTERESTS Likes to: Schedule activities Do detailed work Control Work with numbers
◊
YELLOW USUAL BEHAVIOR Acts: Orderly Concentrative Cautious Insistent
O Blue Needs and Stress Behaviors
The blue viewpoint is an environment of complexity and humanity. Time to explore the many shades of gray and share opinions with others are essential for making good decisions. Sensitive consideration of time, thought, and feelings are greatly appreciated.
O
BLUE MOTIVATIONAL NEEDS
BLUE STRESS MANAGEMENT BLUE STRESS BEHAVIORS
Freedom to set own pace Indecision and procrastination Quiet reflection time Discouraged withdrawal Opportunity to explore complexities Affirmation of emotions Sensitivity
Create a timeline Stay on task Work toward a decision Summon your energy and move forward
O Green Needs and Stress Behaviors
The green viewpoint involves an environment of competitive flexibility with opportunities for individual excellence. Therefore, rules, regulations, and procedures are to be held at a minimum to insure a competitive opportunity. Broad parameters, latitude, rewards and recognition are equally appreciated.
O
GREEN ENVIRONMENTAL NEEDS
Novelty Latitude Personal incentives Parameters of authority Independence
GREEN STRESS BEHAVIORS
Rebellious independence Aggressive self-promotion Unfocused and chaotic
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GREEN STRESS MANAGEMENT
Follow some sort of order Listen and understand others Compete w/ goals, not others Think TEAM
O Red Needs and Stress Behaviors
The red viewpoint is an environment of energetic simplicity. A clear sense of purpose, an opportunity to act, and a no nonsense approach are desired to perform the tasks. Clarity, objectivity and high-energy group participation are good.
O
RED MOTIVATIONAL NEEDS
Clarity and directness Active environment Task orientation Group activities
RED STRESS MANAGEMENT RED STRESS BEHAVIORS
Impulsiveness and impatience Insensitivity and bluntness
Re-channel your energies Stop and think Understand the complexity Be aware of how you deliver the message
O Yellow Needs and Stress Behaviors
The yellow viewpoint involves an environment of safety and security existing in a chaotic, unpredictable, and sometimes dangerous world. Therefore, rules, regulations, and procedures are welcome to secure a predictable environment. Loyalty, trust, good team members, family and friends are equally appreciated.
O
YELLOW ENVIRONMENTAL NEEDS
Consistency Defined procedures Loyalty and trust Autonomy Inclusion and information
YELLOW STRESS MANAGEMENT
YELLOW STRESS BEHAVIORS
Rigidity based on idealism Passive and/or aggressive resistance
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Step back & think big picture Be receptive to new information Think proactively Be more excited about new solutions
Council REFLECTIONS Meeting 2 Your Behaviors and Motivators UNDERSTANDING MY AREAS OF INTEREST What are my interests and how do they affect my decisions?
How do my interests relate to what I am studying and what I plan to do as a career?
UNDERSTANDING MY USUAL BEHAVIOR What resonated most with me about my usual behavior?
What are the strengths and challenges of my usual behavior?
UNDERSTANDING MY NEEDS How can I communicate my needs to others to help ensure they are met?
What adjustments will I have to make based on what I need in order to be effective?
UNDERSTANDING MY STRESS BEHAVIOR What am I going to do differently to get out of stress behavior?
How do I resolve the results of my stress behavior when that behavior affects others?
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CM 2 - cont. REFLECTIONS What’s your Plaid? ELEVATOR SPEECH What color “Plaid” are you?
What activities are you passionate about?
How do you usually behave when you’re having a good day?
What do you need to be at your best?
What does it look like when you’re having a bad day?
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CM 2 - cont. Understanding Your Relationship with Others HOW TO RELATE TO BLUES When dealing with Blue people, you might need to check occasionally to make sure you’ve still got their attention. Their minds have a tendency to springboard from whatever you’re saying to dozens of other things at a moment’s notice. To keep them on track, try these ideas: • Relate to them in a quiet way.
• Run your plan by them for consideration. • Involve them in the planning.
• Outline the project and allow them to take the initiative.
• Ask them to help in ways directly related to their talents. • Give justified support and encouragement.
• Show deserved appreciation by being a friend. • Make use of their ideas and creativity.
HOW TO RELATE TO GREENS These are the conversational, quick-decision makers. If you’re not a Green as well, it may be difficult for you to try to keep up with these individuals. But here are some recommendations to help you get started: • Interact by expressing your concerns and shared feelings.
• Realize the importance of recognition, compliments, and appreciation. • Show an interest and allow them to talk.
• Expect them to get involved and interact.
• Capitalize on Green’s ease in relating to others and making them comfortable. • Count on their eager assistance.
• Use their talent for enlivening and entertaining in social situations. • Tell them how they can help and draw on their political savvy.
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CM 2 - cont. Understanding Your Relationship with Others HOW TO RELATE TO REDS Reds generally enjoy building, organizing, and seeing projects through to completion. They are direct in their approach to problems and people so don’t be put off by them. Here are some suggestions: • Act, react, and respond to their initiative.
• Challenge and confront them with solutions. • Be forceful, direct, and straightforward.
• Identify the need or the problem for them and then hang on as they go to work. • Draw on their expertise in promoting change and new concepts. • Recognize their practical leadership potential and give support.
• Stay involved to give additional/balancing viewpoints when new challenges arise. • Avoid lengthy explanations and sentiment.
HOW TO RELATE TO YELLOWS Remember that Yellows prefer, and even enjoy, having a set procedure for everything. They like numbers, rules, and structure. So when you relate to Yellows, here are a few suggestions: • Build relationship around task-oriented projects.
• Outline the task and let them find practical methods for accomplishing it. • Challenge them to outline specific objectives and solutions to problems. • Interact rationally and objectively.
• Alleviate worry by having a clear-cut strategy. • Outline a tangible goal.
• Draw on their ability to analyze.
• Take the initiative, but let them suggest alternatives. “YOU CAN DO WHAT I CANNOT DO. I CAN DO WHAT YOU CANNOT DO. TOGETHER WE CAN DO GREAT THINGS.”
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- Mother Teresa -
CM 2 - cont.
REFLECTIONS
Your Relationship with Others Reflect on your relationship with people who have different colors/“needs” than you. Birkman report: Your relationship with your Discovery Partner Look around the room and name four relatively close friends who represent each quadrant of the Lifestyle Grid (blue, red, green, and yellow). If you cannot, what area(s) is missing? Why do you think some areas have few, if any, names that immediately come to mind? BLUE:
GREEN:
RED:
YELLOW:
Based on what I’ve learned, how should I treat each person? I SHOULD TREAT BLUE:
I SHOULD TREAT GREEN:
I SHOULD TREAT RED:
I SHOULD TREAT YELLOW:
People have both similarities and differences with you. When you first meet a person which do you focus on the most? Why?
Do you tend to be cautious around people you don’t understand? If so, why do you think that’s true?
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CM 2 - cont. REFLECTIONS Birkman Reports RELATIONAL DISRUPTORS Describe a time that you may have unintentionally hurt someone’s feelings. How did you learn they were upset? How did you handle the situation?
Describe a pet peeve that you have with other people. Why does it annoy you?
How can you overcome the negative feelings associated with other people’s personalities? How can you channel your energies to be more effective?
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Risk Mgt. Policy The Risk Management Policy of Kappa Alpha Order, adopted by the Executive Council pursuant to R16-118, mirrors that of FIPG, Inc., and shall apply to all entities and all levels of fraternity membership. All members of Kappa Alpha Order are expected to follow all applicable laws of the state, county, parish, city and institution of higher education. It may be found as Appendix 401 of the Kappa Alpha Laws and includes the following provisions:
ALCOHOL AND DRUGS
1. The possession, sale, use and/or consumption of alcoholic beverages while on chapter premises, or during a fraternity event, in any situation sponsored or endorsed by the chapter, or at any event an observer would associate with the fraternity, must be in compliance with any and all applicable laws of the state, county, parish, city and institution of higher education, and must comply with either BYOB or Third Party Vendor guidelines. 2. No alcoholic beverages may be purchased through or with chapter funds nor may the purchase of same for members or guests be undertaken or coordinated by any member in the name or on behalf of the chapter. The purchase or use of a bulk quantity or common sources of such alcoholic beverage, for example kegs or cases are prohibited. 3. Open parties, without specific invitation, where alcohol is present are prohibited. Open parties have been defined as those functions at which the guest to member ratio exceeds three-to-one. 4. No chapter members, collectively or individually, shall purchase for, serve to, or sell alcoholic beverages to any minor (i.e., those under the legal “drinking age”). 5. The possession, sale and/or use of any illegal drugs or controlled substances by a member are strictly prohibited. 6. No chapter may co-sponsor an event with a distributor of alcohol, charitable organization or tavern (tavern defined as an establishment generating more than half of its annual gross sales from alcohol) where alcohol is given away, sold or otherwise provided to those present. This includes any event held in, at or on the property of tavern, as defined above, for the purposes of fundraising. However, a chapter may rent or use a room or area in a tavern, as defined above, for an event held within the provisions of this policy, including the use of a third party vendor and guest list. 7. No chapter may co-sponsor or co-finance or attend or participate in a function where alcohol is purchased by any of the host chapters, groups or organizations. 8. All recruitment or rush activities associated with any chapter will be non-alcoholic. No recruitment or rush activities associated with any chapter may be held at or in conjunction with a tavern or alcohol distributor as defined in this policy. 9. No member or pledge/associate/new member/novice shall permit, tolerate, encourage or participate in “drinking games”. 10. No alcohol shall be present at any member awaiting initiation/pledge/new member program or activity of the chapter. This includes, but is not limited to, activities associated with “bid night”, “big brothers - little brother” events or activities, “family” events or activities and initiation.
HAZING
No chapter, student or alumnus shall conduct nor condone hazing activities. Permission or approval by a person being hazed is not a defense. Hazing activities are defined as: “Any action taken or situation created, intentionally, whether on or off fraternity premises, to produce mental or physical discomfort, embarrassment, harassment or ridicule. Such activities may include, but are not limited to, the following: use of alcohol; paddling in any form; creation of excessive fatigue; calisthenics, physical and psychological shocks; use of pledge books or signature
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Risk Mgt. Policy cont. books, quests, treasure hunts, scavenger hunts, road trips or any other such activities carried on outside or inside the confines of the chapter house; wearing of public apparel which is conspicuous and not normally in good taste; engaging in public stunts and buffoonery; morally degrading or humiliating games and activities; and any other activities which are not consistent with fraternal law, ritual or policy or the regulations and policies of the educational institution.”
SEXUAL ABUSE AND HARASSMENT
The fraternity will not tolerate or condone any form of sexist or sexually abusive behavior on the part of its members whether physical, mental or emotional. This is to include any actions, activities or events, whether on chapter premises or an off-site location which is demeaning to women or men, including but not limited to verbal harassment and sexual assault by individuals or members acting together. The employment or use of strippers, exotic dancers or similar, whether professional or amateur, at a fraternity event as defined in this policy is prohibited.
FIRE, HEALTH, AND SAFETY
1. All chapter houses shall, prior to, during and following occupancy, meet all local fire and health codes and standards. 2. All chapters must have posted by common phones and in other locations emergency numbers for fire, police and ambulance and should have posted evacuation routes on the back of the door of each sleeping room. 3. All chapters shall comply with engineering recommendations as reported by the insurance company or municipal authorities. 4. The possession and/or use of firearms, archery equipment, incendiary devices such as fireworks or explosive devices of any kind within the confines and premises of the chapter house are prohibited. 5. Pets are not permitted in any chapter house, lodge or facility.
SPECIAL EVENTS
Special events are defined as any event/function (1) where alcohol will be present, and the guest to member ration exceeds three-to one; (2) involving athletic events or competitions; or (3) that involves any activity that is deemed to be potentially hazardous by the Alumnus Adviser, the Alumni Advisory Committee, the Province Commander, the Executive Director, or the Order’s insurance broker. Any chapter wishing to host a special event must do the following: 1. Complete a comprehensive, written description of the event and forward it to the Province Commander and the Executive Director for review and approval. This information must be received by the Executive Director at least 60 days prior to the event; and; 2. Secure a Special Events Insurance Policy (“Policy”) or pay a risk management assessment fee in an amount to be determined by the Order’s insurance broker. If the Policy option is selected, the Policy shall be in the amount of $1,000,000 available through the Order’s insurance broker and shall name Kappa Alpha Order, a Virginia Corporation, as an additional insured.
EDUCATION
Each student member, associate member and pledge shall be instructed annually on the Kappa Alpha Order Risk Management Policy. A copy of the Risk Management Policy shall be available on the fraternity website.
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Council Meeting 3 USING VALUES TO GUIDE OUR POLICIES The forbearing use of power does not only form a touchstone, but the manner in which an individual enjoys certain advantages over others is a test of a true gentleman. The power which the strong have over the weak, the magistrate over the citizen, the employer over the employed, the educated over the unlettered, the experienced over the confiding, even the clever over the silly - the forbearing or inoffensive use of all of this power or authority, or a total abstinence from it when the case admits it, will show the gentleman in a plain light. - Robert E. Lee, Practical Founder (from the Definition of a Gentleman)
SEVEN VALUES OF KAPPA ALPHA ORDER Gentility.
Knowledge.
Leadership.
Reverence.
Service. Excellence.
Perseverance.
LIST THE VALUES THAT APPLY TO THE FOLLOWING STATEMENTS 1. We have a zero tolerance policy on drugs and drug use for our members and guests. 2. Ladies should never be shown disrespect or treated improperly by a KA. 3. I am my brother’s keeper, that means holding him accountable. 4. Using a guest list to limit and control the flow of people at my events is a good way to ensure I know who is at my party. 5. Providing alcohol to others, can put myself and them at risk. 6. It is imperative to be forthright and honest when dealing with a campus administrator, National Staff member, or Province Commander. 7. Bid Day, Big Brother Night, and Initiation are nights which should be remembered and appreciated. Not one that puts our new brothers at risk. 8. Brotherhood is about a system of standards and expectations where brothers make me a better person.
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CM 3 - cont. IDENTIFYING RISKS AND CREATING A PLAN OF ACTION 1. Identify potential risks in your chapter:
2. What type of risk behaviors could happen at the following:
COMMON EVENTS Recruitment Events Bid Night Big Brother Event Post-Initiation Event
SOCIAL EVENTS (locations) KA House Off campus Out of town/traveling social event Hotel Game day/tailgating Refer to the social events checklist: As a Number I, how are you going to enforce the Risk Management Policy for all social events and other functions? How will you enforce the Risk Management Policy for all events even if you cannot attend?
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Council Meeting 4 LEADING YOUR CHAPTER 1. What are the common problems in your chapter?
2. How is your chapter addressing and dealing with four common priorities:
a. Academic Excellence
b. Recruitment
c. Finances
d. Social Events and Risk Management
As you are the primary stakeholder for your chatper, how are you going to deal with all of this responsibility?
What kind of issues will you face from your chapter’s “knuckleheads?”
ENGAGING YOUR TEAM How can you engage your team? Who is your team?
TIPS FOR A SUCCESSFUL TERM 1. 2. 3. 4. 5. 6. 7.
Evaluate your chapter’s strengths and weaknesses Determine where you need improvement Set goals to correct weaknesses Believe in your goals Write down your goals Constantly repeat your goals If every brother cannot recite the goals, you’re not talking about them enough
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CM 4 - cont. EFFECTIVE LEADERSHIP & DELEGATION ... or how to do everything yourself.
“Surround yourself with the best people you can, delegate authority, and don’t interfere.” - Ronald Reagan, Former President of the United States When we think of manly leadership, thoughts of courage, resiliency, boldness and determination come to mind. We think of the man confidently in charge, steering the ship and leading the men. What we often do not think of is delegation. The ability to wisely and effectively delegate is a quality far more quiet than others, and yet one of the most crucial to a leader’s success. Whether you’re a manager at work, owner of your own business, officer in the military, or simply working on a school project, effective delegation is one of the keys to achieving your goals. A man who insists on maintaining all control and authority is insecure and actually fails to even meet the definition of a leader. A leader is an executive, a man who manages time, resources, and people. A leader does not do everything himself, rather he marshals all of these elements on the pathway to success.
CHAPTER STRUCTURE
I II
III
New Member Ed. Committee
IV
V
Recruitment Committee
Scholarship Committee
VI
VII VIII
Prudential Committee
Alumni Relations Committee
Risk Mgt. Committee
Council of Honor Committee
WHY IS DELEGATING IMPORTANT Delegating frees you up to tackle the truly important aspects of your mission/business/project. Delegating increases the morale, confidence, and productivity of subordinates. Delegating saves you time.
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IX
CM 4 - cont. DELEGATE EFFECTIVELY
NOW, LIST THEM OUT
Pick the best people.
II
Delegate in a way that people will willingly accept the assignment.
III
Have consistent standards.
IV
Give ample freedom for the subordinate to complete the task.
V
Follow-up. Share in rewards and give credit and praise. What can you delegate?
VI
What should you delegate?
VII
What is the most important operation of a chapter?
VIII
What are your focused areas for new goals? What are your strengths? Your officers?
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What are some other committees?
DELEGATION SCENARIOS What are the issues? What should have been done? 1. The chapter has been socially suspended for failure to pay their outstanding balance. When discussing this with your Number VI, you realize that over half of the dues are still outstanding.
2. The chapter social probation is lifted and the chapter wants to have a fun party. What needs to be done prior to having the social event? The deadline to register the event was yesterday.
3. You made a decision not to have the traditional “big brother� night this year. The weekend it is scheduled for, you have to go home for an emergency. How do you prevent unruly members from acting out of line?
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General Session Notes MANAGING RECRUITMENT AS THE NUMBER I What is the Number I’s role in recruitment?
What qualities should a Number IV possess?
Why KA? What makes your chapter unique? Why should a potential member join your chapter over others on your campus? (Hint... it’s not brotherhood.)
What are the benefits of year round recruitment? (ChapterBuilder.com)
KAPPA ALPHA LAWS & POLICIES RELATED TO RECRUITMENT Induction (R8-121) • Induction must be held within seven days of extending a bid for membership • If a bid for membership is extended outside of a regular term or semester or near the end of a regular term or semester, induction must be held within ten days of the beginning of the next regular term or semester • Report 2 completed within 48 hours of the Induction Ceremony Bid session (8-113, 8-114, 8-115) • By secret ballot (ballot box preferred) • 100% vote of acceptance from members • If a member in good standing is absent from the bid session, he may give his vote privately to the Number I GPA requirements (R9-271) • Incoming freshmen must have at least a 2.7 high school GPA • Potential members with college credit must have a 2.7 GPA from the previous term or semester Recruitment recommendations (8-112) “…acknowledge all recommendations made by alumni members and contact every individual so recommended for purposes of his consideration by the chapter” Recruiting with Alcohol and Risk Management “All recruitment or rush activities associated with any chapter will be non-alcoholic. No recruitment or rush activities associated with any chapter may be held at or in conjunction with a tavern or alcohol distributor as defined in this policy.”
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What is ChapterBuilder? The #1 reason people join is because of a relationship they have with your members. So we’ve made year-round relationships the focus of ChapterBuilder. Recruitment just got easier, friendlier, and a whole lot smarter. No more spreadsheets. ChapterBuilder brings potential new members to you, alerts you when it’s time to follow up, gets all your members and advisors involved, keeps recruitment organized, and even provides real-time analytics to make your recruitment process smarter than ever!
“Game Changer. Recruitment spreadsheets are dead!!!” ChapterBuilder makes recruitment: • Easier • Organized • Year-Round • More Focused on Relationships
www.ChapterBuilder.com
General Session Notes COLLEGE, CAREERS, AND LEADERSHIP: OUR PATH TO ACADEMIC SUCCESS
Greg Singleton, Assoc. Vice President & Dean of Students - Austin Peay State University What are the top 10 reasons why students are dropping out of college? • Too much fun at the expense of classes and grades • A sense of not belonging; a sense of isolation, homesickness • Academically unprepared; burned-out on education • Financial constraints; low on funds • Personal family issues • Academic climate/fit • Choice of the wrong major; major not offered • Lack of advising and guidance • Demands from part-time or full-time employment • Move to a different geographic location Why Do Intelligent Students Sometimes Fail in College? • Lack of motivation • Poor time management • Lack of perseverance--giving up too easily • Inability to apply concepts to different situations • Inability to complete tasks • Fear of failure • Procrastination • Excessive dependency • Too little or too much self-confidence • Inability to delay gratification • Lack of balance between critical, analytical and creative thinking • Not enough reading So…what are the essentials for scholastic excellence? • Recruit men who are serious about academic success • Set chapter goals related to academic excellence (short and long term) • Offer incentives for outstanding scholarship • Confront and hold Brothers accountable • How do you promote scholastic achievement? • Look at your chapter website…do you promote academic success? • Do you publicize and reward Brothers who are academically successful? • Allocate at least 10% of your chapter budget to academic enhancement • Always rank in the top 10% academically, each semester, on your respective campus and always set your minimum standard each semester as a 3.0 • Utilize the resources you have, both on campus, and from KA to enhance your academic standing.
ACTIVE CHAPTER MINIMUM EXPECTATIONS
• An active chapter will achieve an overall term GPA no less than a 3.0
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Notes NEW SCHOLARSHIP STANDARDS:
• Each active chapter must achieve a 3.0 overall GPA on a 4.0 scale from the immediate preceding college semester or quarter. • Any chapter that achieves between a 2.70-2.90 from the immediate preceding college semester or quarter must submit a written scholastic plan to address academic deficiencies. This written scholastic plan must be submitted to the Province Commander, Deputy Province Commander for Academic Affairs, and the National Administrative Office. • Any chapter that achieves below a 2.70 from the immediate preceding college semester or quarter will lose social privileges for one semester or quarter. Notification of social restriction will be sent to the Province Commander, Deputy Province Commander for Academic Affairs, and campus fraternity professional. • If an individual to be elected to membership is classified as a freshman and has not earned any prior university/college grades, he must have achieved a high school grade point average of a 2.7 on a 4.0 scale or its equivalent to join. • If an individual to be elected to membership has earned any prior university/college academic credits, he must have achieved a grade point average of a 2.70 on a 4.0 scale or its equivalent to join. • “No active member or member awaiting initiation shall be eligible to attend or participate in any social function sponsored by an active or alumni chapter if he has failed to maintain a grade point average of 2.70 on a 4.00 scale, or its equivalent, from the immediate preceding college semester or quarter. • A member is ineligible to serve in any office of an Active Chapter if he has failed to maintain a grade point average of 2.70 on a 4.00 scale, or its equivalent, for the immediate preceding semester or quarter.
CHAPTER SCHOLARSHIP OFFICER
• Each chapter will be required to have an active Scholarship Chair who will also serve as the # III of the chapter.
NATIONAL SCHOLARSHIP RECOGNITION
• The National Scholarship Trophy will be presented annually to the Active Chapter that achieves the highest collective grade point average for the academic year. The name of the winning Active Chapter each year will be engraved upon the trophy and permanently displayed in the National Administrative Office • Scholastic Excellence Awards - Each chapter that achieves a semester or quarterly grade point average of at least a 3.25 will be recognized by a Scholastic Excellence Award. The Scholastic Excellence Awards will be bestowed at province council for the immediate past spring and fall terms. Chapters will be recognized in the Kappa Alpha Journal. • The Scholastic Achievement Awards are given each semester/quarter to each Active Chapter that achieves a collective grade point average higher than both the All-Men’s and All-Fraternity average or that are academically ranked in the top 25% of fraternities, and is higher than the Kappa Alpha Order National Average at their respective institutions. • Academic Achievement Awards are also awarded to chapters that achieved a 3.0 GPA or higher the last two academic semesters. • Citation of Academic Excellence - Any undergraduate brother, who maintains full-time enrollment status on their respective campus and achieves a 4.0 semester or quarterly grade point average, will achieve recognition. Citations of Academic Excellence will be bestowed at province council and the submission of individual eligibility will be the responsibility of each undergraduate chapter at the completion of each academic term.
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Council Meeting 5 IMPROVING ACADEMIC PERFORMANCE “Always do everything you ask of those you command.” - General George S. Patton (Beta Commission - VMI 1904) As Number I, does your personal academic performance set a postive attitude for other brothers? Why or why not? What can you do to improve or continue to be a role model for others?
What is your academic goal for next semester/quarter?
What is the goal you are setting for your chapter? What are the common excuses you hear from brothers about why they, or your chapter, are not living up to their full potential? How does your chapter rank on campus in relation to other fraternities? Last semester GPA (KA) All-Men’s GPA
____________
All-Fraternity GPA
____________
____________
What do you think your chapter does well in relation to scholarship?
Develop three/five action goals that can be implemented this spring that will enhance your chapter’s academic success. 1. 2. 3. 4. 5
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CM 5 - cont. THE SCHOLARSHIP ASSESSMENT FOR POSITIVE RESULTS Does your chapter have a written scholarship program? Do you have a functioning scholarship chair and committee? Are new members AND initiated members required to maintain quiet hours (if you have a chapter house) or to keep study hours in a designated location on campus? Do Big Brothers keep themselves informed about the academic progress of their respective Little Brothers? Do you have an academic requirement for all members, not just the officers of the chapter? Do the new members and initiated members know the academic resources that are available to them on campus? Does your chapter have a printed copy of the academic resources available from the National Administrative Office? Is chapter recognition given to those members who both excel academically and to those members who have improved their academic standing over the last term? Are there fewer than 20% of the members of the chapter on academic probation? Is the chapter GPA above the All-Men’s GPA on campus? Is the chapter GPA above the All-Fraternity GPA on campus? Do members who have high GPA’s remain active participants in the chapter, even as juniors and seniors? Do all officers of the chapter exceed the minimum GPA requirement to maintain their office? Do you hold your members accountable if they fail to achieve a satisfactory GPA each semester? Do you have an academic standard for your chapter which exceeds the minimum standard expected by Kappa Alpha Order? USE THOSE ITEMS YOU DO NOT HAVE CURRENTLY TO ANSWER THE LAST QUESTION ON THE PREVIOUS PAGE. Sources: Austin Peay State University, Office of Student Affairs, Bowling Green State University, Office of Residence Life/Greek Affairs, University of Miami, Greek Life Scholarship Manual, Theta Chi Fraternity Scholarship Manual, Purdue University, Office of the Dean of Students, Wayne State University, Academic Advisement Center, Riverside Community College, Faculty Guide.
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Council Meeting 6 FRATERNAL VALUES
“I once heard a distinguished Kappa Alpha say that but three books are needed for the formation of the perfect man – Shakespeare, the Bible, and the Kappa Alpha ritual. Shakespeare imparts general culture, the Bible forms the Christian, but the KA ritual creates the chivalrous Christian gentleman, the noblest product of the civilization of the world’s most enlightened age.” - Samuel Zenas Ammen, Practical Founder
MY THOUGHTS ON RITUAL
Fill out the following survey, be honest and truthful. This is for your eyes only. 1. When you hear the word “Ritual”, what comes to mind? 2. How did you feel when the active members were preparing you for initiation? (This includes your new member education experience.) 3. How did you feel during your initiation? 4. My impression of my chapter’s initiation performance is: ___Excellent ___Good ___Fair ___Poor 5. My impression of the member’s daily appreciation of our ritual’s teachings: ___Excellent ___Good ___Fair ___Poor 6. How can your chapter improve the initiation? Ritual education?
WHAT DOES OUR RITUAL SAY? How can we relate our ritual to common everyday situations or perhaps unsuspecting problems? 1. You find out late one night that one of your brothers was severely beat up by five members of another fraternity. Several chapter brothers are going to that fraternity house to settle the score. 2. The Number I told the chapter not to buy a keg for the Super Bowl party taking place off campus. One of the active members ignored him and bought one anyway. 3. One of the brothers finds out that another chapter brother is dating his ex-girlfriend of two years. 4. One of the seniors owes the chapter $2,000 and has publicly stated that he has no intention of paying and since it is his last year he will attend Old South as his blowout before graduation. 5. Initiation is scheduled to take place next week. The Number IX has not found a church. After numerous attempts at counseling him to do his job, you find that he does not have the leadership to fulfill his position as an officer. 6. One of your so called “Brothers” sits in the back row of the chapter meeting and heckles you all through the chapter meeting. It becomes a distraction and you lose your thought process several times during the meeting. When confronting this member, he blows it off saying that he was just kidding around. 7. Recruitment has become very competitive this past year. Several of the chapters on campus are clearly violating the rules and taking freshman that have below a 2.7 GPA from high school. A few days after the new members have signed their bids of membership, you find out that five of the chapter’s top recruits do not have a 2.7 GPA from high school. Your Number II reports them as members to the Greek advisor anyway. 8. Several members in the chapter are posting inappropriate content on Facebook which includes degrading pictures of women and several alcohol related pictures. When you confront those members they claim that their Facebook page is private and it is their business, not yours.
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Council Meeting 7 BUILDING YOUR TEAM “Leadership requires taking responsibility, not asserting rank and privilege. Leadership is the most important consideration, if any one thing is more important that another... ” - General George C. Marshall (Beta Commission - VMI 1901)
GOAL SETTING - KEEPING THEM SMART “A goal is a dream with a deadline” - Anonymous
SPECIFIC
Specific goals state exactly what you want to accomplish. They are clear and concise. EXAMPLE: I want to buy a used computer.
MEASURABLE
Measurable goals state what you want and when you want it. They enable you to measure your progress at any point along the way. EXAMPLE: I will save enough money to buy it before the start of spring semester.
ACTION-ORIENTED
Action-oriented goals indicate how they will be achieved. They specify what you need to do to reach your goals. EXAMPLE: I will set aside $25 each week.
REALISTIC
Realistic goals are possible. They are attainable, considering the resources and constraints relative to your situation. EXAMPLE: I can afford to save this money.
TIMELY
Timely goals allow reasonable time to achieve them, but not so much that you lose focus or motivation. Timely goals have a specific deadline. EXAMPLE: I will achieve my goal by the end of this semester.
ON THE NEXT PAGE, LIST 3 GOALS USING THE SMART STEPS ABOVE AND PROVIDE 2-3 STRATEGIES FOR EACH ON HOW YOU WOULD ACHIEVE THE GOAL. Goals provide overall direction for your position. Strategies help you decide how you are going to achieve them.
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CM 7 - cont. GOALS
1.
STRATEGIES
a. b. c.
2.
a. b. c.
3.
a. b. c.
THE ARGUMENTATIVE OFFICER You just returned from NLI and feel confident to lead your chapter at your very first meeting. You make the announcement to the chapter that we will no longer participate in one of the chapter’s “traditional activities.” After the announcement, the Number IX requests to speak to the chapter. He then criticizes your decision in front of the members and questions your authority. Several other members voice their complaint with your decision. 1. What are the problems? 2. How should this be handled? 3. How do you keep this from happening? 4. Would anyone like to share a “tradition” in their chapter that needs to be changed? 5. How do you engage your members to avoid this situation?
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CM 7 - cont. CONSENSUS
“Individual commitment to a group effort - that is what makes a team work.� - Vince Lombardi According to the Merriam-Webster Dictionary the definition of consensus is: (a) general agreement; (b) the judgment arrived at by most or all of those concerned; (c) group solidarity in sentiment and belief. Consensus is a process for group decision-making. It is a method by which an entire group of people can come to an agreement. The input and ideas of all participants are gathered and synthesized to arrive at a final decision acceptable to all. Through consensus, we are not only working to achieve better solutions, but also to promote the growth of community and trust. Ideas for building consensus?
Voting?
RANKING EXERCISE
Rank the list in order of importance from most important (#1) to least important (#10) individually. When all members at your table have finished working individually, the group should come to a rank ordering by consensus for the whole table. Individual Group Ranking Ranking ________ ________ Supervise and control all business and workings of the active chapter. ________ ________ Preside at all chapter meetings. ________ ________ Effectively delegate duties to officer and committee’s and privately counsel and advise them concerning their duties. ________ ________ Obey the Kappa Alpha Laws and the lawful requirements of its officers. ________ ________ Provide the best effort possible in administration and leadership of the chapter. ________ ________ Be receptive to the opinions and viewpoints of other members while never compromising the integrity of the office of Number I. ________ ________ Represent the active chapter at all times throughout his term of office. ________ ________ Ensure that new members have a positive experience through their new member education, initiation and transition as an active member. ________ ________ Strive to maintain scholastic standing in a high level to serve as an ex- ample to the active chapter. ________ ________ Require respect for and compliance with the customs of the Order.
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CM 7 - cont. THE POWER AND AUTHORITY OF THE NUMBER I Give five good examples of using power and authority in your role as Number I 1. 2. 3. 4. 5.
DEALING WITH CRITICISM How to Give and Take Criticism like a Man
Dealing with criticism is a skill every well-adjusted man should possess. We give and take criticism among our co-workers, our friends, and our family. Criticism is an important part of our personal self improvement, for it is other people who can point out mistakes and shortcomings that we can’t see because we lack objectivity. Unfortunately, many young men today don’t know how to offer and accept criticism like a man. Instead they handle criticism like little boys. When giving criticism, they opt only to give snide, cutting jabs that do nothing to improve the situation. When receiving criticism, they sulk, make excuses, and argue with the person criticizing them. Ask any teacher who has the nerve of giving a student a poor grade. Today’s students will cry and whine their way to a better one. Or worst of all, have their parents intervene. They simply don’t know how to respectfully accept criticism. Because we all face situations every day that require us to give or take criticism, we provide the following guidelines on how to make the process more constructive.
How to Give Effective Criticism
How to Take Criticism
Be specific.
Consider the source.
Criticize the action, not the person.
Shut your trap and listen.
Be a diplomat.
Don’t take it personally.
Make specific suggestions for improvement.
Stay calm.
Personalize your approach.
Ask clarifying questions.
Point out positives.
Take ownership of your mistake.
Follow up.
Change your perspective on criticism. Thank your critic. Take action and follow up.
by Brett & Kate McKay on November 4, 2008 http://artofmanliness.com/2008/11/04/how-to-give-and-take-criticism-like-a-man/
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NOTES
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Chapter Resources Business Cards
Bid Cards
$32
$32
All available on www.KAonlinestore.com Letterhead, Envelopes, Note Cards
New Member Packets
$45 *New Member Packets are available without the KA Bible and Devotional for $25.
Various Prices
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Map and Council Rooms
12
10 11
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9
Ten Years at Mulberry Hill THANK YOU
Thank you to the KAOEF for providing support needed to hold the Number I’s Leadership Institute!
LEADERSHIP DEVELOPMENT
The KAOEF provides funding annually for educational programs including: NLI, Emerging Leaders Academy, enhanced Province Councils, and The Crusade.
SCHOLARSHIPS & INTERNSHIPS
The KAOEF provides scholarships annually to deserving members and funds the E. Fleming Mason Memorial Internship Program in Washington, D.C. ALL programs and benefits are funded through alumni donations, annually given, for the benefit of the Order. The KAOEF is a 501(c)3 charitable organization. Executive Director Larry Stanton Wiese leads day-to-day administration and is assisted by Chief Development Officer Ben W. Satcher, Jr. and two Directors of Development, Andrew P. Carr and Nick S. Palmer. The KAOEF is governed by a Board of Trustees which is comprised of alumni who volunteer their time and see to it that gentlemen like YOU are given the best training in the fraternal world.
Learn more and donate today at www.KAOEF.org/donate! Future NLI dates: 2017 - January 5-8 2018 - January 4-7