LEADERSHIP OVERVIEW

LEADERSHIP OVERVIEW WORKING TOGETHER TO BUILD A STRONG ORGANIZATION FOR ALL

NC FEDERATION’S LEADERSHIP ROLE • SINCE 2005, ENGAGED IN EXTENSIVE REVIEW OF ROLES AND RESPONSIBILITIES OF FEDERATION AND CHAPTERS • ADOPTION OF 2006-07 STRATEGIC PLAN • PRIOR TO ADOPTION, CONDUCTED SERIES OF “CLUSTER MEETINGS”

2007, REVISED “LEADERSHIP TRAINING SESSIONS” • FOCUSED ON MEMBERSHIP, LEGISLATIVE ACTIVITIES, AND COMMUNICATIONS • ADDRESSED TOPICS IN STRATEGIC PLAN

2008 AREA SESSIONS, INITIATED A FACILITATIVE TEAM BUILDING CONCEPT • GOAL WAS TO ACHIEVE “BUY-IN” FROM OUR MEMBERS TO CREATE A BETTER WORKING RELATIONSHIP • PROMOTED “CLUSTER/JOINT MEETINGS • CASE IN POINT, TRIAD AREA JOINT EFFORTS

FEDERATION COMMITMENT, CONTINUE TO REVIEW AND ASSESS LEADERSHIP LINKS BETWEEN CHAPTERS AND FEDERATION • WHEN ROLES, TASKS, AND OBJECTIVES ARE WELL UNDERSTOOD AND BUY-IN IS ACHIEVED, GREAT THINGS CAN HAPPEN!!

BILL AUSTIN’S LEADERSHIP REPORT • 2009, BILL AUSTIN ASKED TO CHAIR NEWLY CONCEIVED “LEADERSHIP COUNCIL” • COUNCIL BASED ON FEEDBACK FROM 2008 SESSIONS. • INITIAL GOAL: FOCUS ON CHAPTER LEADERSHIP

ADDITIONALLY, PROVIDES AN EYE OPENING EXAMINATION OF OUR ORGANIZATION • FURTHER SUGGESTS CHANGES TO ALIGN OURSELVES WITH THE BUSINESS PRACTICES OF THE 21ST CENTURY • “THE NORTH CAROLINA FEDERATION SHOULD TAKE THE LEAD TO POSITION NARFE TO ACCOMMODATE FUTURE BABY BOOMERS” (HANDOUT PROVIDED)

RECRUITING OFFICERS UNDER CURRENT STRUCTURE DEALING WITH THE IMMEDIATE PROBLEM OF RECRUITING CHAPTER LEADERSHIP TO LEAD THE “HERO” GENERATION

CREATE A “LEADERSHIP ACADEMY” • IDENTIFY STRONG LEADERS • OFFER PERKS FOR SERVING (FREE LUNCH, ETC.) • REMOVE BY-LAWS RESTRICTIONS CONCERNING FEDERATION OFFICERS SERVING AS CHAPTER OFFICERS

CONVINCE PROVEN LEADERS THAT NARFE IS WORTH THEIR TIME AND ENERGY • POLITICAL EXPERIENCE (NOT JUST MANAGEMENT) • ESTABLISH A COMMON PURPOSE • AVOID SIDETRACK AGENDAS

DIFFERENT MEMBER/LEADER CHAIR CHAPTER MEETINGS • ARTICULATE THE DIFFERENCE NARFE CAN MAKE IN OUR POLITICAL AGENDA • CREATE AN ACCURATE E-MAIL SYSTEM

CHOOSE THE RIGHT DAY TO CONDUCT MEETING • MEETINGS MUST BE INTERESTING AND INFORMATIVE • CREATE A CALLING TREE • ORGANIZE A RALLY (PERHAPS THE NC ASSEMBLY)

SPONSOR A “MEET THE CANDIDATE” EVENT (POSSIBLY WITH OTHER CHAPTERS) • ASSESS THE POSSIBILITY OF PERMANENT MEETING SPACE • FINALLY, INVEST IN RECRUITMENT ADVERTISEMENTS

CONCLUSION LIST OF TWENTY-FOUR SUGGESTIONS PROVIDED BASIS FOR LEADERSHIP REPORT ( HAND-OUT PROVIDED)

SUGGESTIONS GROUPED INTO LEADERSHIP CATEGORIES • ORGANIZATION CHANGE: CREATING AN ORGANIZATION THAT WORKS FOR ALL OF US • PARTICIPATION/INCLUSIVITY: GETTING EVERYONE INVOLVED • COMMUNICATIONS: NETWORKING, PROVIDING INFORMATION, SHARING, EDUCATING, AND SUPPORTING OUR REASON FOR EXISTENCE

TECHNICAL ASSISTANCE: PROVIDING THE RESOURCES, TOOLS, AND FUNDS TO DO THE JOB • SENSE OF COMMON PURPOSE: NARFE’S AGENDA IS IMPORTANT TO “HERO”, “BABY BOOMERS”, AND FUTURE GENERATIONS

TEAMWORK: SHARED RESPONSIBILITY, COLLABORATIVE ATTITUDE, STRATEGIC THINKING, AND FACILITATIVE BEHAVIOR • INVESTMENT: SHOWING MEMBERS THAT NARFE IS WORTH THEIR TIME AND ENERGY

ACTION LEADS TO A STRONG, SUCCESSFUL ORGANIZATIONNARFE

LEADERSHIP OVERVIEW