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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

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

the strategic plan
Strategic Objective IV

Provide a framework for effective leadershipto ensure the stabilityand long-term success of the Fraternity

The Strategic Plan
key strategies
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.
defining leadership
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?

training equipping
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
specifics of an orient workshop
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
the orient workshop
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
training equipping8
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
specifics of a valley workshop
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
the valley workshop
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
training equipping11
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
training equipping12
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
volunteers
Volunteers
  • Enlisting Others for a Common Purpose
  • What Motivates a Volunteer?
    • Sense of purpose and fulfillment
    • Recognition
    • Rewards or awards
volunteers14
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!
volunteers15
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
volunteers16
Volunteers
  • Volunteers Need Positive Feedback
    • Give person needed authority to do his job
    • Monitor progress and give constructive comments when appropriate
volunteers17
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
communications skills
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
communications skills19
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
communications skills20
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
communications skills21
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
recognition feedback
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
recognition feedback23
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
is this statement correct
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.”

assignments
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.
questions or comments contact us
Questions? Or Comments?Contact Us:
  • Bob Hannon

mbhannon@qwest.net

  • Bill Miller

wasgig@comcast.net

  • Hoyt Samples

hsamples@sampleslaw.com

leadership training for the orient27

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