POWERtalking Issue 30 | September 2016 www.powertalkinternational.com
POWER talking
Getting Started in the New Term: - What Do You Want to Do This Term? - How to Lead a Team - Program Leader - Engagement through Quality Circles - Discussions and Motions at Business Meeting
... coaching in effective speaking
In This Issue
3 - A Message from the International Board by Chris Endo, President 4 - From the Editors - September 2016 Marilyn Robinson and Marijke Slager 5 - The Parliamentarian Explains - Discussions and Motions at Business Meeting by Wyn Bowler 6 - How to Lead a Team by Gigi O’Connor The photo on the last page features Guðrún Barbara Tryggvadóttir, President of Club Saga, Iceland Region, taken by Óli Jón Jónsson, President of Club Harpa, Iceland Region.
7 - What Do You Want to Do This Term? by Ingibjörg Vigfúsdóttir 8- Program Leader by Barbara Ettel 9 - Procrastination - Missed Opportunities by Coby Witchers
Photos on pages 3 and 14 licensed from freeimages.com.
10 - Engagement Through Quality Circles by Mary Wong 12 - Crossword Puzzle - a Template by Laurence Coates 13 - NorthEast Region’s June Pietrantoni, a Massachusetts Unsung Heroine by Gerry Lightfoot 14 - Nautical Terms 15 - Solutions
Publication guidelines: POWERtalking e-magazine is published quarterly: March, June, September, December. All submissions are made to the Editorial committee and once accepted become the property of ITC. Very much in demand are articles that have educational value for members. Write-ups on installations, anniversaries, charters and contests have limited interest and are rarely published.
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Articles of between 500-700 words should be of particular interest to members and the mission of the organization. Authors must submit a portrait photo of themselves as a seperate jpg or png file, together with, preferably, a 20-50 word profile of their credentials. Photographs must be submitted separately in their original format and size.
A Message from the International Board - by Chris Endo, International President Hello all, with the approach of Fall in the northern hemisphere and Spring in the southern part of the ITC world, I send you all my very best of greetings. This is the third issue of POWERtalking Magazine this term and your skipper is so pleased with the previous publications that she knows this issue will be just as interesting, educational, and well presented. I am especially looking forward to the article on procrastination. A special thanks goes to the Magazine team (Marilyn, Marijke, Gerry, Aðalheiður, and Kazuyo) for jobs well done. Do you have a story to share? Let’s make it “our” magazine … that means, let’s everyone contribute. Maybe you have a story you could share about your club, a unique
council project, or maybe you did a special workshop that others could borrow. Maybe you did something unique where you used and were grateful for your ITC / POWERtalk training. Maybe you summited Kilimanjaro and wore your ITC or POWERtalk pin that members of your climbing party asked about. POWERtalking Magazine could be just the right place for such an article. One of the International Board’s goals for this term is to recognize members for accomplishments and jobs well done. And, everyone is invited to take a role in this recognition. In fact, you may want to note in the International Board’s Operating Plan under Member Recognition, that the article selected by the membership as the “Best POWERtalking Magazine Article” written this term and it’s author will receive a special Publishing Award at Convention. As today is the last weekend of Summer here in the Pacific Northwest, I wish you all a fantastic next season…be it Fall or Spring. Wishing joy and happiness to all, Chris
“One of the International Board’s goals for this term is to recognize members for accomplishments and jobs well done.”
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From the Editors - September 2016 - by Marijke Slager, Div. III VP and Marilyn Robinson, ITC Secretary
For those of us in the northern hemisphere, summer has ended and autumn brings not only brilliant colours of dying leaves on the trees, crisp scents carried on cooling breezes and shorter days, autumn also sees us embarking on a new term, after a summer break. There is an excitement about returning to our schedule of club and council meetings, preparing new assignments, recruiting and mentoring new members, finding ways to stretch ourselves to become better at what we do. This issue offers ideas to help you and your club make this coming term a productive growth and learning experience. That`s what keeps us coming back – new opportunities to learn and grow, new members to nurture, not to mention
taking the message about our excellent self directed, self development program into our communities. Our next issue will be published in December. Here`s an opportunity to expand your talents by submitting an article. Members have asked if we could feature a parliamentary lesson based on Renton which is the parliamentary authority our members in Australian and New Zealand Regions use. Others have asked if we could have more articles on the duties of the officers in our organization. We welcome your suggestions and your submissions. The deadline for submissions for the December issue is 20 November 2016. Thanks to those who have submitted articles for this issue.
POWERtalking Magazine Editorial Committee Members Co-editor Marilyn Robinson marrobins@mymts.net Division II Co-editor Marijke Slager Division III
slalom@home.nl
Member Geraldine Lightfoot Division II
gerryvl@thot.net
Member Aðalheiður Rúnarsdóttir Division III
adalheidur.runarsdottir@gmail.com
Member Kazuyo Sugitani Division IV
kksugi@nifty.com
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The Parliamentarian Explains Discussions and Motions - by Wyn Bowler, ITC Parliamentarian 2015-2017 As specified in the ITC bylaws, the international level of ITC uses Robert’s Rules of Order (RONR), 11th edition, as the parliamentary authority. This article is based on RONR. Roberts states (RONR, page 34, starting at line 7): “Under parliamentary procedure, strictly speaking, discussion of any subject is permitted only with reference to a pending motion.” Continuing, starting on line 19: “For a member to begin to discuss a matter while no question in pending, without promptly leading into a motion, implies an unusual circumstance and requires permission of the assembly in addition to obtaining the floor.” Motion Pending The reason to have a motion pending before discussion begins is make sure that the members know what is being discussed and to keep the discussion germane to the issue. (In the meetings of small boards, however, discussion is allowed without a pending motion. RONR, page 488, starting on line 7.) What happens if members discuss an issue before a motion is made? (It is not unusual within our organization for discussions to occur when no motion is pending.) The chair or another member should say that a motion is needed before discussion continues, but this doesn’t always happen. When the need for a motion is noted, typically a member would make a motion or the chair would assume a motion.
The chair, however, might not assume a motion nor ask if a member wants to make a motion. Reasons for the chair not taking an issue into a motion might be: - The chair doesn’t see enough interest in the subject by a large group of members. - The chair senses that the members are not ready to take a firm stand on the issue. - The chair does not want to put the issue to a vote because she doesn’t like the implied motion. If a member cares about the issue, then that member should make a formal motion. Debating the issue would then officially start. The limit on the number of times a member is allowed to speak twice (RONR, page 43, starting on line 4). Are Things in Motion? If you are interested in the organization discussing and voting on an issue, then you need to be the member who makes a motion. Don’t assume that because there has been discussion that the chair will assume a motion or that another member will make a motion. In a like manner, even if you have informed the president about a motion you want to make, it is up to you to make the motion. (You may have informed the president orally or in writing in advance. The method makes no difference.) If you want to made a motion, including a main motion or an amendment to a pending motion, you must take the initiative. When it is the correct time for your motion, do it. Don’t wait. The president does not have to call on you. She might think that you changed your mind about making the motion. To make sure that motions you are interested in are discussed and voted on, you must take action.
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How to Lead a Team
- by Gigi O’Connor, former member of ITC
Working in teams is popular, be it in business, politics, research, or cultural undertakings. But – is teamwork really so productive? Definitely! A team can accomplish many tasks much faster and more efficiently than one individual. Regular brainstorming, where everyone brings in ideas, motivates more than strict directives from above. Problems can be solved better in the group. Consequently, does a team still need a boss if everything is running smoothly? Yes! Leadership is essential. It is super when everything is commonly discussed , but the danger is great that a team loses itself in endless discussions. When things are not working out, no one feels responsible. There must be one person who says: ”This is the way we do it!” Then that person sees to it that the decision is complied with agreements to the organisation and must ensure that the aims of the company are being realised effectively. Psychologists have discovered, however, that teamwork also has its pitfalls. For instance, people with different outlooks (concepts) and ideas get overruled. Undeniably, this is a danger. Democratic processes often promote mediocrity. Very talented or unconventional co-workers frequently have difficulties in asserting themselves. If they manage nonetheless, it leads many a time to jealousy. But good competition is beneficial! Not always. When real office warfare is the result, it is destructive. That’s the moment the team leader must interfere and clarify, in oneto-one talks, where the problems are and where strengths and weaknesses of the team members lie. Nothing is achieved by over- or under burdening someone continuously. Young women often lack the courage necessary to lead - some say. Have they been given a chance to assert themselves, especially when there are “old hands” on the team? Age isn’t such a decisive factor. Someone who has the professional knowledge and can pass it on has authority. This strengthens the feeling of self-worth. Youth and competence sell well these days! But it is very
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important for the team leader to be reliable also as a person. Does the leader set goals everyone can accept? Is the leader consistent? Is the initiative taken in difficult negotiations or does she/he let the team down? What are the criteria for evaluating superiors? Co-workers judge actions and example more than words. The leader’s bearing and appearance must generate confidence. A team leader can’t demand discipline while disregarding deadlines and ignoring appointments. The leader’s reaction to upper management will also be rated by subordinates. How much distance does the team leader need from the team? To avoid gossip, the leader should provide some personal information. However, too much intimacy is just as dangerous as being secretive. How is the problem of pressure from above and below solved by the team leader? By promoting the team’s opinion and sticking to it. If a team has developed a project suggestion, the team leader should back it, even if the superior is against it. On the other hand the leader must explain to the team what the company expects from them Motivating a team is difficult. Yes, but also challenging. The superiors must, therefore, assess why each person is working on the project. Most might say “money”, but the question remains: “Is it money alone or fun too?” If someone develops individual initiative, she/he has the possibility for advancement. A good project leader will assist such a person. This will motivate a team member more than an increase in salary. How does one deal with a troublemaker? One simply suggests that the person pull out of the project if the moaning doesn’t stop. This often provokes the culprit to admit that the assignment isn’t so bad. Evaluation is necessary and harmony alone isn’t enough to make the undertaking a success. Hence, don’t postpone conflict solving. How does one, however, criticise team-members without blocking the work process? Above all, it is important that the team reviews what went wrong and what the consequences are. However, confront team members openly
and fairly. Being cooperative means taking the person seriously. The questions a team leader has to pose are: • Where do I stand? • What do I want? • How do I motivate my team? • How do I criticise fairly?
Remember, you might not be the perfect team leader. Nonetheless, you can work on yourself and keep an open mind.
This article was first publishesd in 1994, in the Communicator, the organisation’s newsletter at the time. The author was a member of the ITC Program-Education committee.
What Do You Want to Do This Term? - by Ingibjörg Vigfúsdóttir, former member of Iceland Region
If you do not already have goals for the newly started POWERtalk term, now is the time to set them. As most clubs in the northern hemisphere are now starting their meetings again after summer, this is a good time to sit down and allow ourselves the time to think about the work that lay ahead, organize the tasks at hand and set our goals. If we are taking on an office in our club or higher level the term‘s project should be pretty obvious. However, I think that there is never enough time spent in checking out all files that are handed over. There is much to learn from seeing how the last term‘s officer and maybe officers before, have done things. The bylaws are the “rule book“ that we go by. It‘s healthy for any club if the board checks if the bylaws say something about things that “have always been done this or that way“. We might find that most often the club bylaws are the simple and easy way to do things. What to do with the files from our predecessor? When all the files have been read carefully we should take time to decide if we need everything that is there. By that I mean the actual documents that have been handed over. They might include memos scribbled on paper in the heat of the moment and are not necessary anymore. As well, the electronic files have to be included, too. There should also
be: letters to and from the office holder, board agendas and minutes, as well as minutes and programs from the committee(s) belonging to this particular office and all reports that have been made for each term. Bear in mind that the goal should be to reduce paper as much as possible. Most of the work of each office in a club is carried out in the appropriate committee. That is the place where the fun is. Members on the committees have a chance to get to know each other, develop ideas and get new ones – and delegate the projects on hand. Sometimes it can be tricky to get everybody in a committee together at the same time, but try to achieve that. E-mails and Facebook groups are very efficient tools, but they do not quite replace meeting people face to face. The telephone is also a good tool and cyber meetings can be very effective. Preparation for non-office members I have said a lot about members planning to serve as club officers. Some of you are not doing that but you have to prepare for the term all the same. Each of us should also take time to think about our goals for the term. The Master Manual is a very helpful guide to set goals for the term. On the website there are many useful articles and workshops to use and learn from. It‘s well worth the time spent looking for assistance there. I have mentioned goals more than once in this article. There is one thing worth remembering concerning goals and that is that they have to be SMART (Specific, Measurable, Attainable, Realistic and Timely). A part of setting realistic goals is to not have too many of the. I wish you all a very fun and productive term.
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Program Leader
- by Barbara Ettel, Europe ‘92 Past President Take the Chance! A new term has begun, offering you many possibilities to take part in the meeting programs.
I would like to make the PROGRAM LEADER assignment tasty to you. The program leader sets the stage, takes care of the atmosphere and is responsible for the success of the meeting. In other words the program leader has to coordinate and to present the participants in a planned program smoothly and skilfully as a unified whole so that both speakers and audience enjoy their parts. Program leader is a coordinator In order to accomplish the goal of coordinating and presending the paricipants the program leader should: • CHECK with the program chairman to ascertain goal and theme for the program, and ask her to send you the final program containing all assignments and participants • CONTACT program participants to find out what are they going to speak about and how long they will speak. If you don´t know enough about the participants ask them for further information concerning background, education, special interests ... everything that might be important to introduce them adequately
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• REVIEW information received on each participant. Plan your introduction of each speaker being selective
with material used. Remember , you are simply setting the stage, be careful not to infringe on the speaker´s material. • ARRANGE the order of the program- in some of our clubs normally the program chairman arranges the order – usually less experienced speakers before experienced and a serious speech is normally scheduled prior to a humorous one. Check on protocol if a guest speaker is on the program. • PLAN transition comments between speakers. A planned program should be presented as a unified whole, the Program Leader has to make both speakers and audience comfortable with their role. Link one portion of the program to the next with informative or entertaining remarks between the speakers. Sometimes all that is needed is a brief reference to a similar subject content. Transitions may be modified to take advantage of information gained during the program. • PLAN concluding remarks to bring the program to a smooth, polished conclusion! • REHEARSE! A good recipe isn’t enough! As a passionate and dedicated cook I always like to compare a POWERtalk assignment with cooking a delicious meal. So what do Jamie Oliver, Rudolpf van Veen and Paul Bocuse have in common? They are all cooks using recipes, but the outcome is totally different. WHY? They all cook with creativity, personality and experience. These are the three main ingredients of any task we do in POWERtalk and also the ingredients for being a good PROGRAM LEADER. Dear members, try a new recipe, give it a chance and sign up to be a program leader!
Procrastination - Missed Opportunities - by Coby Wichers, Europe ‘92 Region
Nearly everyone will jokingly admit to procrastination. I guess it is just human for people to put off until tomorrow what they could and really should have done today. I don’t know how often a member has told me that they would like to bring an interested person to the club but are waiting until there is good program planned for guests. Unfortunately the right program never seems to be planned. Building and expanding the POWERtalk International membership is not about waiting until the right moment arrives for guests to be invited. Building POWERtalk International is about adding to the organisation’s membership now. It’s not about how many clubs or members you have in your region or council now, but how many we could and should have. Your ability to build membership does not hinge on when the time is right. It hinges on what you do today, in other words: DO IT NOW! Who is a procrastinator? Procrastination means to postpone something that you know in your heart should, and could be done now instead leaving it of later. Procrastination is non-productive and we should all try to do something about it, trying to be more productive. Consider, for example, typical procrastinators whose problems are either created or intensified by delay like: • The PREM team member who postpones taking action on a great idea. • A club president who has some ideas that would solve the membership problem, but is waiting until the moment is “right” to share these ideas. • The member who is going to get serious about the accreditation program, as soon as the program committee offers them the right assignment.
• The council board that plans to budget money for extension but makes no plans on how, where, what, when. Not one of these individuals sees themselves as having much in common, but they do share several things: • Each has a problem, whether large or small • Each knows what should be done about the problem, and has determined to take a specific action. However….. • Each is reluctant to take action now, promising instead to act at some indeterminate time in the future. • Each makes the performance of the task contingent upon something else. They will do it “as soon as….”or “when….”or “if….”. This makes the delay seem justifiable and temporary. All those “big” problems Procrastination is the number-one reason why people fail to achieve their goals. We must look for the “why”. Focusing attention on the cause of the problem is the first step in solving the problem. • Is POWERtalk’s problem caused by burnout of members? • Poor image? • Inadequate information? • Lack of support? • Financial difficulties, etc.? • Is the task of building membership overwhelming? Without thinking, we know that there will be countless difficulties with advertising, financing, getting members involved, allocating the time, coordinating the effort, finding an individual willing to lead the project. The whole undertaking seems mind-boggling. And since a boggled mind is not conducive to action, building membership remains just a dream. What to do? How do we resolve this? One way is to develop a comprehensive and detailed action plan listing every task that must be taken to complete the task at hand. Then instead of looking at an
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overwhelming task, you are looking at a series of small steps, which, when considered separately, they are manageable. Each term all boards at all levels should form a TEAM which should stand for Together Everyone Achieves More. All TEAM boards and committees should establish broad goals that should serve as a blueprint for action. These goals ought to be further defined into small, manageable tasks. With this plan in front of us, we have a concrete idea of what the first step will be, also the second,
and the third. Since each step leads logically to the next, we will quickly establish momentum, and the task, whether building membership or any other task, is underway. This approach turns procrastination into action. Keep planning and doing in separate and distinct parts of the task, because procrastination throughout life stands for missed opportunities and therefore we should avoid it.
Part of this article is from Mary Morehouse, published in Communicator. (1985?)
Engagement Through Quality Circles - by Mary Wong AC, Fellow of ITC, ITC Corporate Trainer, President ITC Australian Region Inc. If you’ve ever been shopping in Japan, you’ll be aware of the beautiful quality of the items manufactured there, and the commitment to high quality of the Japanese service. In many cases this commitment stems from the instigation of Quality Circles into the Management of Japanese industry in post war Japan. New thinkers introduced different management methods that engaged the workers, utilising their potential in identifying, analysing and solving workplace problems in order to improve on the quality and output of production. The technique grew in popularity in the 1980’s and is still in use today in conjunction with the Kaizen [which translated means ‘continuous improvement’] philosophy encouraging continuous improvement in areas of quality, technology, processes, productivity, safety, and workplace culture. What is a Quality Circle? A Quality Circle is a participative management technique in which a group of employees performing similar roles meet regularly to consider ways of resolving problems and improving production in their organization. The circle identifies and analyses the issues, then looks for appropriate solutions which
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are then presented to the management for approval. Often, the workers in the Quality Circle implement the solutions themselves, allowing them ownership of the outcome. Quality circles may be given a particular project to work on, or asked to simply find issues on which to work. The team is generally small in size [6 – 10 people] and is led by a supervisor or manager. Objectives and Outcomes The concept of Quality Circle is primarily based upon recognition of the value of the worker as a human being, as someone who is actively involved in their job. It acknowledges their wisdom, intelligence, experience, attitude and feelings, and shows appreciation for their unique strengths and talents. It makes those involved feel understood, motivated, and appreciated. Encouragement to find and implement solutions increases their sense of ownership and heightens engagement through growth of morale. Attitudes change, self-esteem grows, a sense of team spirit is heightened, leadership is fostered, quality and production improve and organisational culture can be altered drastically through engagement of the workers in this manner. Quality Circles in Volunteer Based Organisations In Organisations – particularly those who rely on the participation of volunteers to fulfil roles and tasks – commitment, engagement and involvement are vital for the ongoing success of the Organisation. So it stands to reason that voluntary workers need to feel valued, respected, appreciated, and that they are making a difference. The Quality Circle system recognises that members want to do a good job; to be
recognised as intelligent and interested; and participate in decision-making issues.
and solve issues as they arise assists in achieving and maintaining that standard.
The result is not only better quality outcomes for the Organisation, but also happier, more engaged members. The follow-on from this in a membership organisation, is higher membership numbers – something we are all keen to see.
Recognition at all levels, of the valued contribution of the voluntary workers of an organisation such as POWERtalk International, assists in the ongoing growth of our membership, and their contribution to the sustainability of that organisation.
From the perspective of the leader, a major payoff of instigating the system is that members become better informed about organisational goals; problems are shared and solved in a manner approved by the majority; and through their involvement in the circles, upper management become more aware of goings-on at grass roots level. Launching Quality Circles Training of management and Circle members is vital to the success of the program. Without a proper understanding of the real concept of Quality Circles, both the workers and management might look sceptically at the philosophy. Each group should know beforehand the commitments and implications involved as well as the potential benefits of the system. It is important that there is buy-in at all levels, and the purpose of setting up the group in the first place must be understood by all.
Quality circles can be instigated at Club, Council, Region or International levels, at the discretion of the leaders at those levels with resultant membership growth, engagement and enthusiasm. Why not consider implementing them in your area? References: https://en.wikipedia.org/wiki/Quality_circle http://www.businessdictionary.com/definition/ quality-circle-QC.html http://quality-circles.blogspot.com.au/ https://www.graphicproducts.com/articles/whatis-kaizen/ http://www.volunteerhub.com/blog/engagevolunteers/
The Quality Circle Process There are three main phases to the Quality Circle Process. • Problem identification– sometimes, there are several interrelated issues to identify • Issues analysis – information and data is gathered and collated for careful analysis and root causes are identified. • Generation of alternative solutions – these solutions are passed by management prior to implementation. A fourth step – evaluation of the process – is recommended, as a cycle of continuous improvement can be generated through careful evaluation, further needs analysis and implementation of alternate processes or strategies. For Consideration The result of implementing Quality Circle philosophy in post-war Japan is a testament to the effectiveness of this philosophy – Japanese manufacture is recognised world-wide for its quality and efficiency. To be recognised as a peak Organisation, a high standard of quality must be maintained. Implementation of a system to identify, analyse
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Crossword Puzzle - a Template - by Laurence Coates, Great Britain Region
Your lexicology article in POWERtalking magazine Issue 29, reminded me that I created a crossword puzzle template some years ago. There are three defined styles: Number, Crossword and Clue. Number is 8pt Courier New for numbering the squares. The paragraph style set to follow Number is Crossword which is 16pt Arial. Clue is defined as 10pt Times New Roman. If you click in the top of a cell you can enter a number and if you click in the centre of the cell you can enter a letter. The crossword is a 13x13 table that may be easily modified by shading cells or removing the shading from cells, taking care to adjust the numbering as required. It is not symmetrical but it can be made so. A symmetrical puzzle makes things slightly harder for the crossword compiler but is more usual. The clues are contained in two tables (across and down) within a table. To increase or decrease the number of clues a row needs to be inserted in, or deleted from, the across table or the down table. Of course you start out by creating a completed crossword and then you create a copy with the answers removed or hidden. You will find the template at dropbox. To download it follow this link: bit.ly/crosswordtemplate Can you solve it? Here is a puzzle for you to practice on solving. Solution is given on page 15. Have fun! Across: 2. Region gatherings. (11) 8. Sets out tasks. (7) 9. Temporary cessation of hostilities. (5) 10. Northernmost inhabited island of the British Isles. (4) 11. Receives remuneration or something deserved. (5) 13. Tokyo stock price index? Sounds like short assignments to me! (5)
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15. Relating to a pelvic bone. (5) 16. The oneness of all things or ‘the way’ in Oriental religions (3). 17. Does a burdensome task make one sour (anag.)? (7) 18. Man-made material whose name derives from New York and London. (5) 19. Capacity acquired through training. (5) 20. Exile that flees his or her own country for reasons of safety. (7) 21. Energetic speech from ITC member? (9) 22. Ingest solid food. (3) Down: 1. Critiques (11) 2. Expenses (5) 3. Old-fashioned term for near (4) 4. This clue is less difficult (6) 5. Attempting to start a 6 Down, perhaps (9) 6. Association of people with a common interest (4) 7.Competition for ‘Powertalkers’ (6,7) 11. One who gives high praise (8) 12. Communication between two people (8) 14. A look at things to come (7) 16. Russian Emperor (4)
Northeast Region’s June Pietrantoni - a Massachusetts Unsung Heroine - by Gerry Lightfoot, Northeast Region CLO On June 22, 2016, at the Massachusetts State House in Boston, the Massachusetts Commission on the Status of Women held its Thirteenth Annual Unsung Heroines of Massachusetts award ceremony. June Pietrantoni of Somerville was nominated for this award by State Representatives Christine Barber and Denise Provost and Senator Patricia Jehlen, all of Somerville. She was presented Congratulatory Citations from the Women’s Commission, Governor Charlie Baker, The Massachusetts Senate and the Massachusetts House of Representatives.
ongoing leadership and administrative roles in Grace Episcopal Church. June is a Fellow of ITC and a Life Member of POWERtalk International. She is a member of Winchester Communicators and has held office at the Region level and presented training workshops at the International level of the organization. June credits ITC with giving her the skills to work with others successfully in the community. Women in the Forefront Quoting from Victoria A. Budson, MCSW Chair, “Massachusetts women have always been in the forefront of advancing the status of women. Every day. thousands of women from across our Commonwealth perform unheralded acts of public leadership and volunteerism that make our neighborhoods, cities and towns better places to live. The Unsung Heroines of 2016 are the glue that keeps a community together. They may not make the news, but they most assuredly make the difference. A grateful Commonwealth sings their praises to show each of these special women how much we value their efforts.”
June’s Work June has made exceptional contributions to the Somerville community over many years. She has served on the Somerville Public We commend June and thank her for her service Library Board of Trustees since 1996 and coto her community. She is truly an Unsung founded and continues to serve on the Board of Heroine. Directors of the Duhamel Education Initiative, a volunteer effort to raise money to enhance after school, extracurricular and programming in the Somerville Schools. She became the first president of the board of the Community Action Agency of Somerville and helped to launch that organization. June served for many years on the Somerville Board of Health at a time when the Board did day-to-day work at the Health Department. She is a founding member of the Somerville Community Corporation, Somerville’s Community From left to right: Victoria Halal, State Representative Christine Barber, Development Corporation. June Pietrantoni, June continues to serve in Senator Patricia Jehlen and State Representative Denise Provost
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Nautical Terms - by the Editors
Our President has chosen a nautical theme for her term, so let’s learn a few nautical terms. We hear about ships traveling at a speed of ‘knots’, so what is a Knot? By the late 16th century, sailors had begun using what was referred to as a chip log to measure the boat’s speed. In this method, knots were tied at uniform intervals in a length of rope and then one end of the rope, with a pie-sliceshape piece of wood (“chip”) attached to it, was tossed behind the ship. As the vessel moved forward, the line of rope was allowed to roll out freely for a specific amount of time, which was typically tabulated with an hour-glass. Afterward, the number of knots that had gone over the ship’s stern was counted and used in calculating the vessel’s rate of speed. The knotted rope was sometimes called a “chip log.” A knot came to mean one nautical mile per hour. A nautical mile is equal to 1.15 land miles.
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Solutions Crossword Puzzle from Laurence Coats This is the solution to Laurence’s puzzle, published on page 12 in this issue. If you want to try creating one for yourself, go to this link: bit.ly/ crossword-template
Good luck - and have fun!
Lexicology Puzzle from Issue 29 Here you see the solution everyone has been waiting for since our June issue.
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I have set my POWERtalk goals for the coming term! What about you?
International Training in Communication www.powertalkinternational.com info@powertalkmail.com