Spring 2022 Ohio University SFL Manual

Office of Sorority & Fraternity Life

SF L

Spring 2022 Leadership Manual

2022 SFL LEADERSHIP MANUAL

MA NUA L

CONT ENTS

Operations Meet the staff

Chapter coaching

Navigating office platforms Updating rosters

All the tools you need to successfully run your chapter.

Pawprint Social events SAC funding Policies

Leadership Leadership 101 Communication Parliamentary Procedure Monthly book club

Misc.

Helpful contacts

Meet the Staff

Ariel Tarosky, Director Oversees housing exemptions Manages UC1500 Responsible for community's strategic initiatives Liaison for community stakeholders Chapter coach for:

Acacia, Alpha Xi Delta, Delta Zeta, Sigma Kappa, Phi Kappa Tau

Stephen J. Black, Second-Year Graduate Assistant Advises NPHC & MGC Directs senior leadership program Supervises student workers

Alpha Kappa Alpha, Omega Psi Phi, Mu Sigma Upsilon, Sigma Gamma Rho, Delta Sigma Theta, Alpha Phi Alpha, Phi Beta Sigma, Kappa Alpha Psi, Alpha Psi Lambda Chapter coach for:

Alicen Fimple, First-Year Graduate Assistant Advises IFC and assists in IFC expansion efforts Advises Rho Lambda Supports officer training

Alpha Gamma Delta, Pi Kappa Alpha, Phi Delta Theta, Alpha Epsilon Pi, Theta Chi, Delta Gamma, Phi Kappa Psi, Tau Kappa Epsilon Chapter coach for:

Brandon Counts, First-Year Graduate Assistant Advises WPA Advises Order of Omega Leads Social Media Initiatives

Alpha Delta Pi, Alpha Omicron Pi, Phi Gamma Delta, Chi Omega, Beta Theta Pi, Pi Beta Phi, Gamma Phi Beta, Delta Lambda Phi Chapter coach for:

Megan Hickey, SFL Intern Manages SFL programming series Directs peer mentorship program Organizes SFL award banquet Advises Greek Programming Board Assists with SFL monthly book club

Kailyn Lamm Assists in health and safety training Oversees anti-hazing compliance Oversees social host process Organizes judicial board trainings Assists In educational sanctions Assists in educational programming

Chapter Coaching What is chapter coaching?

Chapter coaching is a service that is provided to recognized sororities and fraternities through the Office of Sorority & Fraternity Life In an effort to assist with chapter operations, leadership development, goal setting, strategic planning, and personal development.

Is meeting with my chapter coach required?

Yes. Over the summer, the chapter president and chapter advisor at the time should have received a l letter (which can also be found in your chapter's Google Drive folder > Pawprint >20-21 documents) stating the required number of times your chapter must meet with your designated chapter coach. It is up to the chapter to schedule those meetings. Chapters are more than welcomed to meet with their chapter coach more than the required number of times.

What should I talk about with my chapter coach?

Your chapter coach will have a template agenda prepared for each meeting for you to fill out in advance so that you AND your coach can make the best use of your time for your 1:1, however, this is your time and you should use it in a way that will best support you and your chapter. Usually meetings are used to discuss the Pawprint, chapter operations, issues that you or your chapter may be dealing with, upcoming programs, goal setting, or you as a person. This time doesn't always need to be used to talk about sorority and fraternity related items, if you want to be advised on connecting your SFL experience to the classroom, professional advice, etc. those resources are also available!

Can other members of my chapter meet with our chapter coach?

Yes! While the chapter president typically ends up being the officer that frequents the SFL office the most, we strongly encourage all officers and members to take advantages of the services and resources (including chapter coaching) provided by the Office of Sorority & Fraternity Life. You will find that as you begin working through the Pawprint that it will be in your chapter's best interest to have the officers responsible for specific sections meet with the chapter coach for a better understanding of section requirements. In general, the office staff is available and excited to meet every member of the sorority and fraternity community.

Can I meet with a member of the SFL staff that isn't my chapter coach?

The short answer is absolutely. We do however encourage you to use the designated chapter coach listed on the previous page for matters related to the Pawprint, as this will be the individual scoring your chapter. However, if you feel that you can be better supported in other areas by another member of staff, we encourage you to meet with them!

What other resources are provided by my chapter coach or the SFL office?

Your chapter coach is available to meet with you for general advising sessions, to host programs and workshops, and to assist with chapter retreats or officer transitions. The Office of Sorority & Fraternity Life has a number of educational programs and workshops available for your chapter to book.

Additionally, we have countless resources available for your chapter to use, from team builders and icebreakers, to leadership books, to a scanner, copier and printer. Feel free to stop in to see if we have a resource or supply that you or your chapter may need!

Office Platforms

What is it used for?

To view your chapter's roster To view chapter grade reports (only view - NOT EDIT) Submitting and viewing your chapter's Pawprint data Completing various forms and spreadsheets requested by OSFL staff View community contact lists Sharing of internal council documents (bylaws, budgets, planning documents)

Who can have access to it?

Chapter president will be made an editor at the start of their term and will be able to determine who they want to share access with (officers, members, advisors) Certain files and folders may be shared with presidents and various officers throughout the year

What is it used for?

To communicate with SFL leadership Channels have been created with chapter presidents, and governing council executive boards.

Additional channels may be created in the future.

This will be used as an opportunity to provide important updates and announcements from the office to the community, and as a means for ongoing internal dialogue among community leaders Our hopes is that these channels create dialogue beyond upcoming programs, but sharing of best practices, support for one another, etc.

This will replace GroupMe as the formal method of communication with office staff and council leadership. Student leaders are still welcomed to create an officer GroupMe, if so desired.

(BobcatConnect) What is it used for?

Every organization has their own individual page which Includes a place to list a primary contact, Information about your meeting times, photos, governing documents, and a roster of your members and officers.

Your internal page should also be used to register programs and events that can be shared and marketed to all OHIO students.

BobcatConnect cont.

This is also a good recruitment tool, as you can search other organizations and make connections with them, to see if there are opportunities for collaboration or overlap.

Using BobcatConnect to Interact with OSFL To interact with OSFL you can type "Sorority & Fraternity Life" in the search box on the home page. This is where you will submit all forms and documents.

Once on the page, scroll down to the "view all forms" button. Click.

Forms you will typically find here will include forms to update your roster, forms needs to apply for events with alcohol, and applications for various opportunities.

Updating Your Chapter's Roster 1. First view your roster in your folder on Google Drive. This will be updated weekly based on any forms that are submitted. Thus, this should be the roster that you should go off of to make any necessary changes. NEVER MAKE CHANGES ON THE ACTUAL EXCEL SHEET IN GOOGLE. 2. To make changes you will submit forms via OSFL's BobcatConnect Page. For those Individuals on your roster who have an incorrect status that needs to be changed you will complete the

"ROSTER: Change

of Status" Form. This must be completed within 48 hours of the status change occurring. Failure to do so will result in disciplinary action. Examples of status changes can be: New member to depledged Active member to alumni Active member to terminated Active member to resigned Active member to leave of absence Active member to transferred Active member to inactive N/A to active member 3. To indicate the affiliation of new members each council completes a different form (this should be completed by the new member themself). This must be completed within 48 hours of the status change occurring. Failure to do so will result in disciplinary action.:

"IFC New Member Registration Form" NPHC/MGC - "NPHC/MGC New Initiate Registration Form" must first have completed the IFC -

NPHC/MGC Informational Notice Form WPA -

"WPA New Member Registration Form"

4. To indicate that new members have transitioned to active/initiated members, the following form should be completed. This form must be completed 2 weeks prior to the scheduled Initiation. Failure to do so will result in disciplinary action.

"ROSTER: Request to Initiate" NPHC/MGC - "NPHC/MGC Request to Initiate Form A & B" IFC & WPA -

Pawprint Accreditation What is it?

Year long accreditation program that includes minimum expectations for social sororities and fraternities to maintain recognition at Ohio University Provides chapters with a framework for goal setting and strategic planning in six different operational areas, including: chapter operations, health & safety, member development, community impact, diversity & inclusion, recruitment/intake & retention Serves as a story-telling resource for all Internal and external stakeholders by way of sharing the accomplishments of the sorority and fraternity community

How does it work?

Chapters were given a rubric in summer 2021 with items to submit and where to submit them and have until March 1, 2022 to submit all materials. Submissions from March 2, 2021 until March 1, 2022 will be scored.

Chapters will be scored based on the quality of of their submissions and will receive points based on how it aligns with the rubric's criteria.

Chapters have the ability to submit materials early to receive feedback, edit, and to resubmit prior to the final March 1 deadline for potentially higher points.

Chapters will work with their chapter coach throughout the year on each section and how to capitalize their strengths.

Each section will be categorized as either "insufficient", "satisfactory", "proficient", or "exemplary".

The same ranking will be determined for chapter's overall scoring.

Those chapter's scoring "insufficient" will be placed on a restorative action plan. Chapter's receiving an "insufficient" two years in a row may be at risk for loss of recognition.

What are the incentives?

By fully engaging In the Pawprint, chapters will be provided a roadmap for their academic year. They will be able to strategize more effectively and efficiently, plan more Intentional and thoughtful programs, and offer their members a safe and healthy member experience.

Pawprint scores and submissions will be factored in to the end-of-year SFL awards.

Pawprint data will be shared with both internal and external stakeholders, thus serving a strong recruitment tool for both potential new members and families.

The Pawprint serves as a strong transition tool for executive board officer turnover.

2022 Social Event Process Expectations In order for a chapter to have a social event (event with alcohol) approved, they must engage in and fulfill certain expectations prior to approval. While the Office of Sorority & Fraternity Life is still committed to ensuring that our recognized sororities and fraternities are able to engage in approved, safe and healthy events with alcohol, it is important that we see our organizations recommit to the other areas of the sorority and fraternity experience.

Thus, we are requiring the following: Chapter must have had a chapter coaching meeting with a member of the OSFL staff at least one time in the month that a social is requested (meeting must have been completed prior to the first social of the month).

For example, if Alpha Alpha Alpha is requesting a social event in February they must have met with a staff member in the month of February. They will not need to meet with them twice in February if they are requesting a second social. However, if they are requesting socials for March, they will need to meet with a member of staff again in March.

Chapter must submit documentation of two educational programs or workshops provided to members prior to the month they are requesting socials for.

For example, if Alpha Alpha Alpha is requesting a social event in February they must held two educational programs or workshops for members in January. This can include community service events or a large philanthropy event - but not percentage (Restaurant fundraisers or tabling nights). Documentation of the events will be submitted on a form on BobcatConnect. Chapters are encouraged to utilize programs from OSFL. Chapter must be represented and fully engaged in any OSFL or council-sponsored activity or event in the month in which social events are being registered.

For example, if OSFL or the Governing Council is hosting a speaker or community service event and asks for a minimum of chapter representation. Chapter's must send a delegation in order for social events to be approved In the respective month.

How to register a social event You will visit the SFL BobcatConnect Page and go to Event with Alcohol Registration. You must complete this form

2 weeks PRIOR to when you anticipate your scheduled event. The form must be completed in full to be

considered.

Can I register our event before we have completed all of the requirements listed above?

Yes. If you already have your social events for the semester planned out, you are more than welcome to register them. But they will not be approved until you have completed the requirements listed above.

What is needed to register a social event?

The venue or third party vendor's Certificate of Insurance and License to Serve (if we don't already have it on file and it isn't expired).

3 to every 15 guests in sober monitors that aren't new members.

Alternative food and beverage.

A pre-guest list that meets our template requirements (first & last name, date of birth, and a place for check-in and check-out)

in Excel.

Documentation that your advisor approved the event.

What if my chapter holds an event that Isn't registered?

That is a violation of our office policy, thus you will be held through out internal process and potentially the Office of Community Standards.

SAC Funding What is SAC? SAC is responsible for allocating funds to student organizations on campus. Student organization leaders access our budget management via BobcatConnect to request funding. The Commission then reviews all funding requests and works with student organizations to ensure they receive as much funding as possible for open, safe, and exciting events for Ohio University students and the Athens community.

What could funding be used for?

Consider applying for funding to bring in a speaker that Is open to all students that you may not have enough funds to cover, or for a community-wide service or philanthropy event.

Maybe you need funding to attend a conference or program.

How to apply for funding?

To access forms for funding requests please visit the Student Senate BobcatConnect page here: https://ohio.campuslabs.com/engage/organization/senate-appropriations-commission

Important Policies Relationship Statement The University's relationship to sororities and fraternities is more than recognition and registration; it is a close relationship based upon mutual interests and reciprocal support. The University recognizes that membership in a fraternity or sorority can be a positive and educational experience, and therefore supports the notion that membership in a social sorority or fraternity offers a supportive and developmental experience for today's student.

Within these guidelines, the University expects and encourages social fraternities and sororities to operate with as much independence as their performance warrants because it recognizes that self-governance fosters development of personal and group responsibility. The University values diversity in student groups and living arrangements and acknowledges that the social opportunities inherent in a small group setting can make significant contribution to students' education.

The foundation for the relationship between the University and the Sorority & Fraternity community consists of the following: A student at Ohio University, by virtue of enrollment, is here primarily for an education. This basic academic relationship between the student and the University cannot be altered by co-curricular activities such as membership In a social sorority or fraternity. Rather, membership In a fraternity or sorority should enhance that relationship between the student and the University.

The University reinforces the educational mission of the Inter/national fraternities and sororities by implementing academic guidelines related to minimum average GPA standards, as well as assisting with academic plans of improvement for those who fail to meet those standards.

The sorority or fraternity chapter is an organization that has received a charter or other recognition document from an Inter/national office or is a provisional chapter of the larger Inter/national organization. This partnership between the University and Inter/national organization is integral to the success, risk reduction, and "local" organizations will not be permitted.

To reinforce the ideals of self-governance and peer accountability, each chapter should belong to a governing council, a self-governing oversight body made up of elected/appointed undergraduate fraternity/sorority members who are current undergraduate students.

Each sorority or fraternity chapter should have a constitution and bylaws that define the goals and operations of the organization. The chapter is recognized by Ohio University on the premise that these goals are compatible with those of the University and that the organization will constantly work toward their stated goals as well as have their own internal methods of accountability.

Each sorority or fraternity chapter is expected to register annually as a student organization and follow the minimum guidelines and expectations for student organization recognition including the 5-member minimum standard and the minimum officers of President, Vice President and Treasurer.

Each chapter should have one campus advisor (an employee of Ohio University) and one primary advisor (this can be the same person).

Membership selection is enforced as being the responsibility of the individual member organizations and should follow set guidelines by an Inter/national organization. Ohio University will provide administrative support and guidance to councilsponsored recruitment programming or Individual chapter membership Intake efforts In the form of advertisement, logistical support, academic standard verification, etc.

The University will uphold the ability for first semester, first-year students to join any organization, but students will only be eligible to join a social sorority or fraternity if an invitation for membership has been extended to the individual.

A common bond that exists between the University and the Sorority & Fraternity community is the nurturing of individual growth. The Sorority & Fraternity community can and is expected to contribute to the development of the "whole" person by: Providing a small group setting that emphasizes the intellectual, cultural, and social aspects of community living, and promote effective leadership, responsible decision-making, and consideration of others' rights; Encouraging active participation in University events and activities through effective organization, communication, and coordination; Assisting with the development of interpersonal skills by providing opportunities for interaction and relationship building; Promote attitudes that stimulate lifetime interest in high education in general and In Ohio University; Scholastic achievement is dependent ultimately on the performance and motivation of the Individual, but the drive for excellence can be stimulated and the necessary support and assistance is provided by the actions of the chapter. Each sorority and fraternity chapter at Ohio University is to maintain an environment conducive to learning and individual growth.

Important Policies Recognition Requirements The following Items must be fulfilled by each OHIO Sorority & Fraternity In order to maintain an active recognition status. Should a chapter fail to fulfill the following Items they will be placed on a probationary status for a period of one semester.

1. Obtain a chartered status from an Inter/national fraternity or sorority. Provisional chapters will be recognized for a period of two calendar years starting with the date of formation (the date on which the Initial recruitment process begins). If a provisional chapter fails to receive a charter within this time frame, the organization will lose University recognition and will be required to wait a minimum of one calendar year before applying for a recognition status.

2. Must be recognized as a student organization through the Campus Involvement Center. Re-registration may be completed on BobcatConnect every year.

3. Must have representation at all required student organization training sessions hosted by OSFL and the Campus Involvement Center 4. Recognition by a University Governing Council. All chapters and provisional chapters must be engaged and involved with a Governing Council (IFC, NPHC, MGC, WPA) to the level that Is appropriate to maintain "good standing" as outlined by the council's constitution and bylaws. a. Governing Councils will be required to submit to the OSFL documentation that member groups are in good standing; including but not limited to documentation of attendance, active participation in council-sponsored programs, and financial standing. b. Please see the IFC Recognition Form, NPHC Recognition Form, MGC Recognition Form, and WPA Recognition Form for specific council requirements.

5. Identification of an active chapter advisor that communicates regularly with the chapter and OSFL. 6. Updated proof of Insurance on file with OSFL. Each sorority and fraternity will maintain a commercial general liability policy with limits of no less than $1M per occurrence and include coverage for Host Liquor Liability and $2M aggregate (including bodily Injury and property damage) covering all members, volunteers, advisors, housing corp. members, and the national chartering organization. Ohio University and its Board of Trustees, officers, agents, volunteers, and employees shall be named as an additional insured. All insurance policies must be sent to ariel@ohio.edu or Attn: Ariel Tarosky, Ohio University 1 Park Place Baker University Center 330, Athens, OH 45701.

7. Accurate membership rosters must be on file with OSFL, Including all respective forms to be submitted by the appropriate deadlines.

Change of status form: 48 hours post change New member form: 48 hours post affiliation Request to Initiate: 2 weeks prior to scheduled Initiation 8. Chapters must be educated on risk management and new member education expectations each semester, this includes state-required anti-hazing compliance.

9. All new members must complete the UC1500 Introduction to Sorority & Fraternity Life course.

10. Compliance with all applicable University policies, rules, and regulations. If an organization has an open conduct case, the organization must be working toward a resolution.

Privileges of Recognized Sororities & Fraternities Identification as a recognized chapter at Ohio University and use of the University's name along with, but in place of, as identification of the sponsoring body.

Participation in the recruitment of members from the Ohio University student body.

Ability to receive housing exemptions for second-year students.

Participating in educational, social, and athletic programs and activities sponsored by the University which are provided for fraternal organizations.

Access to and use of University facilities for official functions as approved by the University.

Ability to promote and advertise chapter events on the University website and on University property.

Potential for OSFL scholarships and financial assistance and Incentives.

Ohio University's Anti-Hazing Policy

Chapter Academic Policy Every social sorority and fraternity must maintain a minimum semester grade point average of a 2.500 inclusive of new and active members. A grade report of individual organizations members will be made available each fall and spring semester to their respective fraternity/sorority presidents, advisors, and inter/national staff members after the reports have been received and verified for accuracy by the Office of Sorority & fraternity Life. Each fall and spring semester, OSFL will also prepare GPA ranking information by semester and cumulative GPAs, as well as a report with statistics and important information about the community. These reports will be provided along with the individual member reports. Any time that there is a change in individual member GPAs, OSFL should be notified of the change (typically email), which will be verified for accuracy and reports will be re-issued as necessary.

If an organization does not attain the required 2.5 or higher, they will be informed in writing that the organization is no longer in good standing with these guidelines and will be informed of their academic sanction or probation level.

Failure to achieve the minimum grade point requirement of 2.5 will result in the following sanction statuses: Level 1: Sanction Status

Failure to achieve the minimum required grade point average for one semester will result in Level 1 Sanction, with failures in successive semesters leading to higher levels of sanction.

The Level 1 Sanction status includes the following requirements: 1. Notification of fraternity/sorority sanction status sent to organization president, organization advisor(s), and Inter/national office.

2. The organization must complete the following: a. Work with their chapter coach to develop an organization-specific written action plan for academic improvement. The organization president, scholarship/academic officers, and advisor should be involved in developing the plan for academic improvement. b. Plan two academic programs for the organization membership using University academic resources. Members of the SFL committee should be invited to attend at least one of the programs. c. Arrange a meeting between the SFL committee, the organization president, appropriate organization officers, and the organization advisor to review the Academic Plan for academic improvement, and the proposed academic programs (no later than two weeks after notification). d. Failure to comply with any of the above requirements or deadlines automatically and immediately places the organization on Level 2 Sanction Status. e. If the organization achieves the required grade point average at the end of the semester, it will be placed on Academic Development Status (ADS) for the following semester.

Level 2: Academic Development Status Failure to achieve the minimum required grade point average for two consecutive semesters will result in a Level 2 sanction with failures in successive semesters leading to higher levels of sanctions.

The Level 2 sanction status includes the following requirements.

1. All requirements of Level 1 sanction, with the addition of denial of all social privileges. The organization's president must make an appeal in writing to the Sorority & Fraternity Life Committee by the end of the second week of the semester for any exception to this sanction for the duration of the semester. A meeting with the SFL Committee may be required before approval is given.

2. Failure to comply with any of the above requirements or deadlines automatically and immediately places the organization Level 3 Sanction Status.

3. If the organization achieves the required grade point average at the end of the semester, it will be placed on Academic Development Status (ADS) for the following semester.

Level 3: Academic Development Status Failure to achieve the minimum required grade point average for three consecutive semesters will result in a Level 3 sanction with failures in successive semesters leading to higher levels of sanctions.

The Level 3 sanction status includes the following requirements.

1. All requirements of Level 2 sanction status.

2. Request from the Director of Sorority & Fraternity Life to the inter/national office for a formal meeting between a representative, organization president, advisor, and SFL committee.

3. Failure to comply with any of the above requirements or deadlines automatically and immediately places the organization on Level 4 Sanction Status.

4. If the organization achieves the required grade point average at the end of the semester, it will be placed on ADS for the following semester.

Level 4: Academic Development Status Failure to achieve the minimum required grade point average for three consecutive semesters will result in a final Level 4 sanction with failures in successive semesters leading to higher levels of sanctions.

The Level 4 sanction status includes the following requirements.

1. Revocation of University recognition of the fraternity/sorority and its recognized facility (if applicable), resulting in immediate loss of exemption from the University residency requirements that allows second-year students to live in a recognized fraternity/sorority property instead of University residence halls.

2. Formal request from the University to Inter/national office for removal of fraternity/sorority's charter.

3. If the fraternity/sorority Is placed on a Level 4 sanction status and loses their University recognition, the inter/national organization may petition for reinstatement through the Ohio University reinstatement process.

Leadership 101 Tips for Effective Communication 1. Speak not with a forked tongue. In most cases, people just won't open up to those they don't trust. When people have a sense a leader is worthy of their trust they will invest time and take risks in ways they never would if their leader had a reputation built upon poor character or lack of integrity. While you can attempt to demand trust, it rarely works. Trust is best created by earning it with right acting, thinking, and decisioning. Keep in mind people will forgive many things where trust exists, but will rarely forgive anything where trust is absent.

2. Get personal. Stop issuing corporate communication and begin having organizational conversations - think dialogue, not monologue. The more personal and engaging the conversation, the more effective it will be. People don't care how much you know until they know how much you care. If you don't develop meaningful relationships with people you'll never know what's really on their mind until It's too late to do anything about it.

3. Get specific. Specificity is better than ambiguity 11 times out of 10. Learn to communicate with clarity. Simple and concise is always better than complicated and confusing. Time has never been a more precious commodity than it is today. Your goal is to weed out the superfluous and make your words count.

4. Focus on the leave-behinds not the take-aways. The best communicators are not only skilled at learning and gathering information while communicating, they are also adept at transferring Ideas, aligning expectations, Inspiring action, and spreading their vision. The key Is to approach each Interaction with a servant's heart.

5. Keep an open mind. A leader takes their game to a whole new level the minute they willingly seek out those who hold dissenting opinions and opposing positions with the goal not of convincing them to change their minds, but with the goal of understanding what's on their mind. Remember that it's not the opinion that matters, but rather the willingness to discuss it with an open mind and learn.

6. Listen more. Great leaders who when to dial it in, dial it down, and dial it off. Simply broadcasting your message ad nauseam will not have the same result as engaging in meaningful conversations, but this assumes that you understand that the greatest form of discourse takes place within a conversation, and not a lecture or monologue.

7. Replace ego with empathy. I have long advised leaders not to let their ego write checks that their talent can't cash. When candor is communicated with empathy & caring and not prideful arrogance of an over inflated ego, good things begin to happen. Empathetic communicators display a level of authenticity and transparency that is not present with those who choose to communicate behind the carefully crafted facade propped-up by a very fragile ego.

8. Read between the lines. Take a moment and reflect back on any great leader that comes to mind...you'll find they are very adept at reading between the lines. They have the uncanny ability to understand what is not said, witnessed, or heard. Being a leader should not be viewed as a license to Increase the volume of rhetoric. Keep your eyes & ears open and your mouth shut and you'll be amazed at how your level or organizational awareness is raised.

9. Speak to groups as Individuals. Leaders don't always have the luxury of speaking to individuals in an intimate setting. Great communicators can tailor a message such that they can speak to 10 people in a conference room or 10,000 people in an auditorium and have them feel as if they were speaking directly to each one of them as an individual. Knowing how to work a room and establish credibility, trust, and rapport are keys to successful interactions.

Communication is Two-Way Process Prepare how you'll communicate Clarify the goal of the communication Plan carefully before sending It or meeting In person Anticipate the receiver's viewpoint and feelings Deliver the message Express your meaning with conviction Relate the message to your larger goals Identify the action to be taken Confirm the other person understands Receive the message Keep an open mind Identify key points in the message Value constructive feedback and use it to grow Confirm your understanding Evaluate the effectiveness of the communication afterwards Make sure you go deeper and determine why internal communications are poor or ineffective Consider any potential barriers Once the barriers have been Identified, you'll see where to improve

Problem Solving 7 Steps for an Effective Problem Solving Process Identify the issues Be clear about what the problem Is Remember that different people might have different views of what the issues are Understand everyone's interests This is a critical step that Is usually missing Interests are the needs that you want satisfied by any given solution - we often ignore our true Interests as we become attached to one particular solution The best solution is the one that satisfies everyone's Interests This is the time for active listening. Put down your differences for a while and listen to each other with the intention to understand List the possible solutions This Is the time to do some brainstorming - there may be lots of room for creativity Evaluate the options What are the pluses and minuses?

Select an option or options What's the best option, In the balance?

Is there a way to "bundle" a number of options together for a more satisfactory solution?

Document the agreement(s) Don't rely on memory Writing It down will help you think through all the details and implications Agree on contingencies, monitoring, and evaluation Conditions may change. Make contingency agreements about foreseeable future circumstances (if-then!)

How will you monitor and follow-through?

Create opportunities to evaluate the agreements and their implementation

Delegation is Key 1. Be Patient. The first time you delegate any task, It is almost certainly going to take longer than doing it yourself.

That's normal. Over time, it will get easier.

2. Don't Over-Delegate. Delegation is not shifting work you should be doing to someone else's plate - it's getting those tasks you shouldn't be doing off of yours. It's Important to know the difference.

3. Pick the Right People. Make sure the person(s) you're delegating to Is qualified to do that task. Better yet, try to delegate tasks that will make use of your team members.

4. Explain Why You're Delegating. When you select people to delegate to, tell them why you chose them specifically, and how you hope to see this help them grow. Help them see each delegated task as an opportunity to take on more responsibilities or grow new skills.

5. Be Specific. Be specific with your asks, including why a task needs to be done, the deadlines, and the expected results. Vague instructions beget vaguely terrible output.

6. Provide Training. Delegation doesn't just mean handing off a task - make sure your team members have the resources they need to do the job. A good training rule of thumb Is "I do, we do, you do" (I.e. watch me do this, then let's do It together, now you try).

7. Touch Base. Throughout the course of the project or task, always schedule time to touch base. The more complex the task, the more often you may need to touch base..

8. Don't Micromanage. Once you've delegated, trained, and set up a schedule for touching base, back away from the project. To succeed (and to help your members succeed), you have to let go.

9. Offer Feedback. Any time you delegate something, provide feedback on the end result (both positive and constructive). It Is an extra step, but making sure you're getting exactly what you need- and helping others get better over time will only help you in the long run.

10. Say Thanks. Your member Is helping you, and saving you time while adding value. Say thanks!

11. Go Beyond Your Exec. Make sure you Involve members other than your executive board. It will seem easier because you have more trust In them to complete the task, so this Is where It will take patience and work In getting to know others skills and abilities. And don't be afraid to delegate to new members - how do you think they are going to learn.

Parliamentary Procedure

Parliamentary Procedure

Spring Book Club This spring we will be offering an exciting opportunity for any member of the Sorority & Fraternity community that Is Interested.

Every member that successfully completes their book club of choice will be recognized at the end-of-year SFL award banquet.

Five different clubs have been provided for students to choose from. Books will be provided and clubs will meet monthly to discuss what they have read. Interested individuals will be able to sign up on BobcatConnect.

Motivating the Middle Geared towards organization leadership Motivating the Middle explains the dynamic of how your membership is broken into a top, middle and bottom third. Most fraternity leaders (top third) focus their time and effort motivating the bottom third. TJ explains how you will improve your fraternity faster if you focus on the middle third.

Remember that different people might have different views of what the issues are The Nice Girl Syndrome Geared towards sorority women In this breakthrough guide, internationally acclaimed therapist and emotional abuse expert Beverly Engel explains that women today simply cannot afford to be Nice Girls, because women who are too nice send the message that they are easy targets and are much more likely to be victimized emotionally, physically, and sexually. Engel helps you determine whether the Nice Girl Syndrome is keeping you in an abusive relationship or in manipulative situations. She identifies the seven different types of Nice Girls and shows you how to tell which type or types you are. Through prescriptive action steps, Engel shows you how to confront the beliefs and behaviors that keep you stuck in your Nice Girl act and how to replace them with healthier, more empowering ones.

To help you in your journey from Nice Girl to fulfilled woman, Engel tells the inspiring stories of clients she has worked with who have found the courage and strength to stop being abused and who have broken free from those who manipulate, belittle, and take advantage of them. Filled with wise advice, powerful exercises, and practical prescriptions, The Nice Girl Syndrome will show you step by step how to be your own strong woman.

The Gift of Struggle Geared towards emerging leaders Every leader has stories about the challenges they have faced and struggles they have overcome. In the moment, those situations require strength, patience, perseverance and courage. With time, those struggles provide us lessons for how to be better leaders. Bobby Herrera learned to see those struggles as gifts.

As the co-founder and CEO of Populus Group, Bobby never imagined the challenges of building a $500 million organization that serves tens of thousands of people. Throughout his life, he experienced the divergence between the intentional leader he wanted to be, and the less engaged version of him that showed up at the office every day. One day at a company meeting, he decided to share a story about one of his first struggles as a young adult. That story, a pivotal experience that had transformed Bobby's life, inspired his employees with its radical transparency, humility and the idealism of Bobby's dreams for the company.

In The Gift of Struggle, Bobby shares twelve of those stories from his leadership journey. Each chapter shares the details of the story, the broader lesson any leader can apply, a set of questions to reflect on, and an afterword for how the story later unfolded in Bobby's life. Building on Bobby's efforts, this book inspires readers to find their own stories, share their gifts of struggle with others, and become the leader they imagine they can be.

Breaking the Male Code: Unlocking the Power of Friendship Geared towards fraternity men For much of the past century, men have operated under the rules of Male Code, a rigid set of guidelines that equate masculinity with stoicism, silence, and strength. But as men’s roles have changed, this lingering pressure to hide their emotions has wreaked havoc on men’s lives and relationships, making them more likely to suffer from depression, anger, and isolation. Robert Garfield has worked with men struggling with emotional issues for more than forty years. Through his Friendship Labs—clinical settings in which men engage in group therapy—he teaches men how to identify inner conflicts, express emotions, and communicate openly.

In Breaking the Male Code, Garfield examines the unique challenges men face and urges them to abandon Male Code in favor of a masculinity that integrates traditional male traits with emotional intimacy skills. Drawing on real-life stories, original research, and his firsthand clinical experience, he shows how close friendships can serve as the foundation on which men can build and sustain deep relationships with all of their loved ones and in turn lead happier, healthier lives. use the time well.

Spring Book Club The Defining Decade Geared towards Seniors Our "thirty-is-the-new-twenty" culture tells us the twentysomething years don't matter. Some say they are an extended adolescence. Others call them an emerging adulthood. In The Defining Decade, Meg Jay argues that twentysomethings have been caught in a swirl of hype and misinformation, much of which has trivialized the most transformative time of our lives.

Drawing from more than two decades of work with thousands of clients and students, Jay weaves the latest science of the twentysomething years with behind-closed-doors stories from twentysomethings themselves. The result is a provocative read that provides the tools necessary to take the most of your twenties, and shows us how work, relationships, personality, identity and even the brain can change more during this decade than at any other time in adulthood—if we use the time well.

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