HOSA Chapter/State Officer Guide

1. HOSAChapter/State Officer Guide This program will introduce, implement, and promote a set of training tools, which will properly inform, train, and develop the leadership styles of both local and state officers across the nation.

2. Know Your Facts It is important for HOSA leaders to be informed. As a leader, many members will look to you for answers to HOSA questions. By learning important HOSA facts, you will show members that you are well informed about the history of HOSA. This information, in turn, will truly show your pride in the organization.

3. HOSA History HOSA… • was conceived by six charter states (AL, NJ, NM, NC, OK, TX) at the organizing meeting in Cherry Hill, NJ in November 1975. • was officially organized at a Constitutional Convention held in Arlington, TX in 1976. Attendees at the convention included state supervisors, state advisors, teachers and over 300 student leaders. • was comprised of only six states with 6,000 members. • focused on limited supportive nursing, dental, medical and related programs in health careers approved by a State Department of Education.

4. HOSA Mission The mission of HOSA is to enhance the delivery of compassionate, quality health care by providing opportunities for knowledge, skill and leadership development of all health science technology students, therefore, helping the student meet the needs of the health care community.

5. Goals of HOSA • To promote physical, mental, and social well-being; • To develop effective leadership qualities and skills; • To develop the ability to communicate more effectively with people; • To develop character; • To develop responsible citizenship traits; • To understand the importance of pleasing oneself as well as being of service to others;

6. Goals of HOSA • To build self-confidence and pride in one's work; • To make realistic career choices and seek successful employment in the health care field; • To develop an understanding of the importance of interacting and cooperating with other students and organizations; • To encourage individual and group achievement; • To develop an understanding of current health care issues, environmental concerns, and survival needs of the community, the nation, and the world. • To encourage involvement in local, state, and national health care and education projects.

7. HOSA Officer Positions The positions you hold as officers are extremely important to HOSA. Knowing exactly what is expected of you and your position is crucial in order to move forth with any business. This section will provide detailed descriptions as they relate to both local and state offices.

8. Local Officers President: • Presides over and conducts chapter meetings according to chapter rules • Takes leadership role in working with other chapter officers • Coordinates activities with chapter advisor • Keeps chapter meetings and activities on task • Appoints committees and serves as ex-officio member

9. Local Officers Vice-President: • Assists the president in all leadership functions • Presides over chapter activities in the absence of the president • Assumes the office of president should it be vacated • Coordinates all committee work

10. Local Officers Secretary: • Prepares and reads the minutes of the meetings • Helps develop meeting agendas with the president • Keeps track of attendance at all chapter meetings • Prepares all written documents and reports • Works with the treasurer in keeping the membership list and distributing chapter membership cards • Reads minutes and communications at chapter meetings

11. Local Officers Treasurer: • Keeps an account of all chapter funds • Collects all State and National dues • Keeps membership records in coordination with the secretary • Keeps financial records neat and accurate • Encourages efficient management of chapter funds • Assists in preparing the chapter budget • Assists in the payment of chapter bills • Serves on the fundraising committee

12. Local Officers Reporter: • Keeps written records of chapter successes and member achievements • Gathers chapter news • Serves as chapter photographer • Contacts local media to inform them of exceptional chapter activities • Submits articles of chapter activities to local newspaper • Submits articles of chapter activities to State and National HOSA • Coordinates publication of chapter newsletter • Submits chapter newsletter in the National HOSA Chapter Newsletter event

13. Local Officers Historian: • Maintains a history of local HOSA chapter activities throughout the year • Compiles the local chapter’s Outstanding HOSA Chapter book • Presents the Outstanding HOSA Chapter book at State/National Conference • May also serve as chapter photographer

14. Local Officers Parliamentarian: • Becomes knowledgeable about basic parliamentary procedure • Brings a copy of Robert’s Rules of Order, Newly Revised to all chapter meetings • Provides recommendations to the presiding officer regarding the conduct of chapter meetings • Advises chapter members about the use of parliamentary procedure • Conducts workshops for chapter members upon request

15. State Officers HOSA State Officers should be available, as necessary, to promote HOSA in their state and fulfill their duties as state officers for the time that they are in office.

16. State Officers President: • Presides at the State Leadership Conference and all officer meetings • Makes committee appointments • Develops, with the assistance of the Executive Council, an Annual Program of Work and goals for that prospective year • Acts as an ambassador for their state association

17. State Officers The rest of the officer titles and duties vary from state to state as some states follow the lead of Nationals (President, President-Elect, Region Vice-Presidents, etc.) and others base their titles on local chapter officers (President, Vice-President, Secretary, etc.). The following slides will give a description of the general duties of state officers.

18. State Officers State Officers: • act as ambassadors for their state association • will plan and participate in their State Conference • will represent the state in any way necessary • will serve the members to the best of their ability

19. On the Spot… As a leader of HOSA there will be many times where you will find yourself on the spot. It is essential that you not only know your facts and history, but that you also know how to properly, professionally, and respectfully present this information to your audience. By knowing your HOSA history and gaining composure, you can learn how to handle an “on the spot” situation with professionalism and tact.

20. First Impressions Last a Lifetime Impressions are made from the moment someone meets you. Making a positive first impression is essential. Appearance, standing, sitting, and shaking hands can all have an impact on how people perceive you as a leader.

21. Official HOSA Uniform Policy • Blazers for members - Males and Females.A tailored navy blazer with emblem affixed over the heart. Awards Unlimited Supply Service is the official supplier for this blazer. • Shirt/blouse for female members.A white tailored blouse or a short-sleeve white jewel neck shell are acceptable. This is interpreted to mean: an open or closed neck. Jewel necklines with lace, ruffle or full-edged collars are not acceptable.

22. Official HOSA Uniform Policy • Shirt for male members.A white closed-neck, man- tailored dress shirt, suitable for use with a tie. • Accent for female members.The maroon HOSA scarf is no longer a required part of the official uniform for females. However, maroon accent is optional as a scarf or bow tie. • Accent for male members.A solid navy or maroon man- tailored long tie.

23. Official HOSA Uniform Policy Official Dress Code • HOSA Uniform Policy: • Tailored navy blazer with emblem affixed over the heart. • Shirt/blouse for females (white tailored or short-sleeve white jewel neck shell • Shirt for males—white closed-neck, man-tailored dress shirt, suitable for use with a tie • Accent for female members - maroon HOSA scarf or tie is optional but not required • Accent for male officers - navy or maroon long tie • Matching navy slacks for males and matching navy slacks or skirts for females • Closed-toe blue or black shoes (hose optional) • covered during competition.

24. How to Stand • Women - A female officer stands up straight and tall with the left foot facing front and at a slight angle, and the right heel placed in the instep of the left foot and at a 90 degree angle to the left foot. • The right leg may be slightly bent to prevent a stiff looking pose. (This leg/foot position helps to slim the hips.) • Men - A male officer stands up straight with feet spaced comfortably apart (no more than shoulder-width) and facing forward. • All officers- Eyes forward, chin up. (Don't look at your feet!) Hands comfortably relaxed at the sides with shoulders back. Elbows may be slightly bent and should be close to the body, but not stiff. (Males may clasp their hands together in front if they prefer.)

25. Remember When sitting on stage, try to sit as still as possible. Do not move around or play with any parts of your clothing. ALWAYS keep your eyes focused on the stage action, such as a speaker. Keep a positive expression on your face, and remember that someone in the audience is watching YOU!

26. Shaking Hands A good hand shake is firm, brief, and at elbow length. It should convey a positive attitude. Be sure to establish eye contact - and smile!

27. Shaking Hands • Bring your right hand from the side of your body to the waistline. • Place your palm firmly in the other person's hand for one or two shakes • Your left hand should remain at your side • Say "Hello" or "How do you do" • Maintain eye contact and a sincere smile

28. Shaking Hands Be sure your hand shake is very firm. Not strong enough to hurt the person you are greeting, but not limp and weak either!

29. Talking the Talk With leadership in any organization comes the responsibility of giving keynote addresses, thoughts of the day, introductions or greetings on behalf of the organization. Knowing exactly what to say and how to say it is a major aspect of being a leader. Make sure you are well prepared for all speeches. Practice thoroughly so you present the information in a professional manner.

30. Dear HOSA Writing is important when conducting any form of business. As a leader you will be expected to write letters, thank you notes, e-mails, and speeches. Knowing how and what to write helps to relieve anxiety and apprehension when communicating through writing. * Please keep in mind that it is best to send letters and thank you notes in a timely manner.

31. How do You Lead? Style sets us apart from one another. Finding and developing your own style of leadership is just as important as making your first impression. Many people will remember impressionable or unique styles of leadership. This section will describe different leadership styles as well as provide tips on deciding which will work best for each situation you encounter.

32. Leadership Styles Some leaders have one definitive style, but most use a variety of different styles to suit different situations. Prior to attending an event, ask questions to assess the leadership style(s) that will best fit the needs of the members you are serving.

33. Leadership Styles A leader is not locked into one style of leadership. Their style can change depending on the following conditions: • The amount of confidence the leader has in the group to perform the task. • The amount of trust the leader has in the group to act in a responsible and mature manner. • The amount of confidence the leader has in himself/herself. • The amount of security the leader feels with his/her supervisor. • The nature of the task the group has to perform. • The objectives the leader wants to accomplish. • The ethics or values of the leader.

34. Can You Hear Me Now? The true voice of HOSA is the members. As an officer you must not only learn to listen to the members but also to health care partners, educational leaders, and other professionals. This section will list 12 main listening principles and help you to become a better listener.

35. 12 Principles of Listening • Listening is an active process that demands constant concentration. You cannot be a lazy or part-time listener and hope to be an effective listener. • Do not make prior judgments as to the importance of the message being transmitted. If you fail to recognize the importance of the message, you may have the tendency to disregard the content. • If you cannot hear the speaker clearly, correct the situation or time will be wasted for all involved. • A reason or purpose for listening enhances listening effectiveness. You listen more intently to what you are interested in as opposed to what is important.

36. 12 Principles of Listening • A person should listen to the complete message and determine the meaning rather than making a snap judgment before the message is completed. • A good listener must ignore distractions and concentrate on the message. You must learn to tune out everything that is irrelevant to the message. • Do not formulate a response until the message is transmitted in its entirety. An ineffective leader will formulate their response before the speaker finishes, often interrupting the speaker. • Clarify the message with the sender to assure you understood the message.

37. 12 Principles of Listening Listen not only to the words being transmitted but the essence of the message being communicated. Listen intently to the feelings expressed by the speaker. Make mental notes throughout the communication as to what was said. After the message has been transmitted, you should make written notes especially for detailed or technical terms. Be aware of non-verbal clues. Remember that how a person is acting is just as important as what they are saying.

38. All Different Shapes, Sizes, Ideas… As in any leadership position, there may be times when conflict arises either among your team or members of the organization. Being able to deal with conflicts is necessary. This section will describe the steps on how to resolve organizational conflicts, provide tips on how to make most situations “win-win” and lists the ways you can lose at leadership.

39. Resolving Organizational Conflicts Every leader will experience conflict at some point. When a leader notices conflict or tension, they are obligated to address the problem. Attempting to resolve the conflict is a way of viewing problems honestly and openly. It provides an atmosphere of fairness in the organization.

40. Resolving Organizational Conflicts • Recognize that conflict exists • Clarify the problem • Determine a plan for addressing the conflict

41. How to Lose at Leadership • Set out to defeat someone or something. • Focus on your own personal goals. • Show your superiority by forcing others into submission. • Try to put yourself in a position of power. • Use threats to get others to do things your way.

42. How to Lose at Leadership • Act unpredictably and surprise people. • Pretend to agree with and support whomever you are with. • Avoid trying to understand the feelings of others. • Don’t let people work together and think for themselves. • Emphasize the insignificance of others and the superiority of your own position.

43. Constructive Feedback Part of being a leader is having the ability to respectfully accept and learn from constructive feedback. There will be many situations where people will provide you with feedback and where you will provide them with feedback as well. You must learn to accept this and use it as a valuable learning lesson. This section will provide the 6 valuable points of constructive feedback.

44. Constructive Feedback • Corrective feedback should only be offered as a means of helping improve a group member’s performance or ideas. It is important that the group member perceive the leader’s intent as improvement. • Constructive feedback or criticism directed toward an individual should never be given in front of other group members. • Never offer feedback in an angry or punishing way. • Feedback should include both the merits of the person and the areas needing improvement in their performance or ideas. • Feedback, both positive and corrective, should be specific. • Constructive feedback is enhanced when the leader is an effective listener and takes time to gather the information needed to provide good feedback.

45. A Discussion Needs a Leader Interaction with members is a major role of any HOSA officer. You must be able to interact and lead discussions. This section will provide the 12 points to leading a discussion.

46. 12 Tips to Leading a Discussion • Do not dominate the group. It is easy for the leader to push his or her ideas through because of the position, but that is usually not good for the organization and makes members feel unimportant. • Do not compete with members of the group. If competition exists within the group, more time is spent trying to win personal triumph rather than sharing ideas with the group. • Be a good listener. Remember to listen for both comprehension and feelings. • Encourage the group to look at different points of view. Different points of view should be regarded as healthy and therefore should be encouraged.

47. 12 Tips to Leading a Discussion • Encourage the group to submit ideas that have not been fully developed but that may lead to additional comments. • You should always identify the group’s goals at the beginning of the discussion so that everyone knows what is expected. Remember that your goal in the group discussion is to accomplish the objectives that were stated at the beginning of the discussion. • Let the group members know the time constraints of the discussion. • Always let the group know what they have accomplished. They should know that the exercise was not a lesson in futility but has made a significant contribution.

48. 12 Tips to Leading a Discussion Be sure to formulate a plan of action that you will take as a result of your group’s discussion. Always express your appreciation to the group for participating in the discussion. If appropriate, send a copy of notes taken during the discussion to each member of the group. Conduct an orderly meeting by using the following rules: - Do not allow new topics to be introduced while another is being discussed. - Use corrective feedback effectively. - Let the group know if a particular topic is not within the purposes of the group discussion. - Do not allow more than one person to talk at a time.

49. Robert…Who? When leading discussions or carrying out business, it is necessary that all members are treated fairly and that the delegation does not lose focus. As a leader in HOSA, you need to understand and follow parliamentary procedure during meetings. This section will provide basic parliamentary vocabulary and procedures as they relate to Robert’s Rules of Order, Newly Revised. This section will also provide examples of agendas, committee reports, treasurer reports and minutes.

50. Principles of Parliamentary Procedure • All members have equal rights, privileges and obligations. • The majority vote decides. • The rights of the minority must be protected. • Full and free discussion of every proposition presented for decision is an established right of members. • Every member has the right to know the meaning of the question before the assembly and what its effect will be. • All meetings must be characterized by fairness and by good faith.