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Leadership Training for the Orient

Leadership Training for the Orient By Robert F. Hannon, 33°, SGIG in Arizona, William R. Miller, 33°, SGIG in Washington, and Hoyt O. Samples, 33°, SGIG in Tennessee Strategic Objective IV

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Leadership Training for the Orient

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  1. LeadershipTraining forthe Orient By Robert F. Hannon, 33°, SGIG in Arizona, William R. Miller, 33°, SGIG in Washington, and Hoyt O. Samples, 33°, SGIG in Tennessee

  2. Strategic Objective IV Provide a framework for effective leadershipto ensure the stabilityand long-term success of the Fraternity The Strategic Plan

  3. Key Strategies • Review entire organizational structure of the Scottish Rite and evaluate its effectiveness, efficiency and utility for providing a platform for stability and long-term success. • Establish formal (and required) training programs for all levels of Organization from Supreme Council to local Valleys to establish standard expectations for each position and provide training and skill development necessary to successfully hold the position.

  4. Defining Leadership “The ultimate job of a leaderis to serve the team.” —Jack Kahl, CEO Manco Corp. “Everything rises and falls on leadership.” True or False?

  5. Training & Equipping • Training for the Job • Sense of common vision or purpose for overall advancement of the organization • Structured training is preferable • clearly define expectations • provide performance evaluations • develop specific “how to” training materials for each key office; e.g., Valley Secretary’s manual • Orient-wide workshops • Valley specific workshops

  6. Specifics of an Orient Workshop • Conduct Annual or Semi-Annually in a Central Location • Coordinated by SGIG/Deputy • Invite Key Leaders (PR, Secretary, Ex Cmttee members; Chairmen of Key Committees (Membership, Mentoring, etc.), Directors of Work) • Invite spouses to Friday evening social time • Promotes Bonding on an Orient-wide Basis • Permits sharing of key concepts • Opportunity to discuss what worksand what doesn’t

  7. The Orient Workshop • Pre distribute the agenda • Solicit topics of interest from Valleys • Utilize the Strategic Plan as framework for discussion • Utilize outside resources • Supreme Council Staff • Non-Masonic Speakers • Assign Action items & follow-up

  8. Training & Equipping • Training for the Job • Require all new key leaders to attend a formal training session • develops sense of unity and purpose • allows development of “team” concept • Use leaders who have been effective in their positions as trainers • Discuss what works& what doesn’t work

  9. Specifics of a Valley Workshop • Coordinated by SGIG/Deputy • Invite Key Leadership in Valley including Board Members, Degree Masters, Committee Chairmen, etc. • Develop and Distribute Agenda Prior to Meeting • Utilize Strategic Plan to Organize Discussion • “Brainstorm” - time to stretch; think outside the box • Refine ideas and discuss what isdoable and what is not

  10. The Valley Workshop • Identify Programs that Need to be Refined or Discarded • Identify New Programs to be Implemented • Discuss staffing, budget, and accountability of issues • Does program enhance or conflict with organizational goals? • Assign Specific People toAccomplish Specific Tasks

  11. Training & Equipping • Leadership Training Should Include Short-term and Long-term goals • Strategic planning is critical to ultimate success of an organization • Every leader should be thinking about the future

  12. Training & Equipping • Learn to Delegate! • Avoid thinking that you are the only person who can do the job—you are not! • Be task specific when delegating as to task, time, budget, result, and accountability

  13. Volunteers • Enlisting Others for a Common Purpose • What Motivates a Volunteer? • Sense of purpose and fulfillment • Recognition • Rewards or awards

  14. Volunteers • True Volunteers vs. Recruited Volunteers • Make sure that a volunteer, recruited or not, has the skills and temperament to be effective for the desired task • If not, channel the volunteer to a position where he will be effective • Don’t quench a volunteer’s excitement!

  15. Volunteers • When Recruiting for a Position, Make Sure the Person is Qualified or Will Be Qualified to Progress if the Job is in a Progressive Line • Someone might make a fine Junior Warden but does not have the skill set to be Venerable Master • Avoid future embarrassment tothe individual

  16. Volunteers • Volunteers Need Positive Feedback • Give person needed authority to do his job • Monitor progress and give constructive comments when appropriate

  17. Volunteers • Ensure That Every Proposed Officer and Committee Member has been “Recruited” • Has the task been discussed with the person? • Is the person committed to serve? • Do not take anyone for granted • Recognize What Volunteers Expect of Their Leaders

  18. Communications Skills • Listening Skills are Essential • 98% of what we learn we acquire through our eyes and ears • Almost 70% of a typical day is spent communicating • Little Formal Education is Devoted to Development of Listening Skills

  19. Communications Skills • Characteristics of a Poor Listener • Quickly decides a topic is boring or useless • Listens primarily to detect flaws in presentation so speaker can be criticized • Does not perceive or understand non-verbal communication • Has pre-set agenda • Is closed-minded

  20. Communications Skills • Characteristics of a Good Listener • Takes genuine interest in topic and speaker • Wants to acquire information • Seeks to obtain balanced viewpoints • Does not arrive at a final conclusion without input from appropriate sources

  21. Communications Skills • Characteristics of a Good Listener • Asks questions to obtain more information rather than to advance a point of view • Acknowledges validity of other viewpoints even when disagreeing with such viewpoints

  22. Recognition & Feedback • People Crave Recognition and Feedback • Recognitions • Publicly praise, privately critique • Letters and postcards • Bulletin boards • Valley publications • Bring volunteers’ accomplishments to the attention of other leadership • Celebrate all accomplishments—large & small

  23. Recognition & Feedback • Feedback • Provide timely and appropriate feedback • Be specific in comments • If there is a shortcoming, provide positive comments on how to overcome • Give volunteers opportunities to ask questions • Actively seek advice from volunteers where appropriate • Ask how they would accomplishthe task

  24. Is This Statement Correct? “The leader must find a way to communicate the vision in a way that attracts and excites members of the organization.”

  25. Assignments • Develop a formal leadership training program for each key office or job. • Have all members of any nominating committee trained in the identification and training of leaders. • Implement a formal recognition program for leaders and volunteers.

  26. Questions? Or Comments?Contact Us: • Bob Hannon mbhannon@qwest.net • Bill Miller wasgig@comcast.net • Hoyt Samples hsamples@sampleslaw.com

  27. LeadershipTraining forthe Orient By Robert F. Hannon, 33°, SGIG in Arizona, William R. Miller, 33°, SGIG in Washington, and Hoyt O. Samples, 33°, SGIG in Tennessee

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