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Congratulations! Stretching ahead of you is a thoroughly exciting yet demanding year.
Here is the beginning of a new year, beckoning with new opportunities, interesting predictions and imaginative approaches. As Regent of your chapter, you will be shouldering many responsibilities of new judgments.
The success and growth of your chapter during the coming year will rest extensively on your leadership. However, there are five (5) readily available resources upon which can rely: the staff of The Central Officer, the Executive Committee, Province Supervisor, Province Officers, and your Grand Council Deputy. Each will be happy to assist you in making your year as Regent a dynamic and effective one.
Planning Your Year
Enlist the thinking of your officers. A successful year can and should be formulated early in a concerted effort involving studied planning, cooperation, coordination and creative thinking. Set down realistic goals; then explore ways to achieve these objectives.
The first step must be an inventory. Check over the past year with the Grand Council Deputy, Outgoing Regent, and Outgoing Secretary. In the review you will want to touch base with such topics as:
Codes of Ethics
Defining Your Objectives
After your plan of action is down on paper, agreeable with your officers, on target as far as goals are concerned and related to the needs and interests of your member, you are ready for a truly fine year. Of course, leadership qualities of your membership are highly vital…and financial conditions are always a consideration in making plans. Some of the steps you will want to think about in spelling out your chapter’s objectives will probably include these steps:
Enthusiasm for continuing programs
How to finance?
Reaching the objectives?
Make your Grand Council Deputy your closest, most trusted advisor
Of course, all extra plans need to be coordinated with regular functions, the collection of dues and so on.
If you have a new project, be well informed in order to “sell” the proposal to the Chapter as a whole. Be full of facts, plus unlimited enthusiasm for the idea. Point the committee chair to “carry the ball”, and then follow up to see that members receive regular progress reports for continuous momentum.
The Role of Regent and Chapter Committees
To carry out plans, to solve problems…that’s the business of the committee. Looking ahead into the year, these are some of the topics usually confronted by the committees:
Public relations and publicity
Fund raising programs
Most of these will be standing committees. If they are “special” committees, appoint interested members to the right committees.
It’s a rule that the effectiveness of a chapter is directly equal to the effectiveness of its committees.
It is rare that a committee “charges” into action… It needs injections of initiative from the Chapter Regent. Diplomacy, special attention, fraternity concern…all these qualities are sometimes needed as “prodding instruments”. Of course, a strong chair is basic, then brothers with an in depth interest in the particular committee. Often a small committee moves with swiftness… Sometimes even a committee of one can be the answer.
For maximum results these are the basic rules:
Establish the role of each committee member.
Emphasize a deadline for the reporting.
Give committees recognition for their accomplishments. Be prepared with new assignments or special help if the committees flounder.
Other Duties of the Regent
As Regent of your chapter you are automatically the spokesman. It’s a wise Regent who keeps himself informed on membership, projects, and current fraternity events and on local, state and national events.
Often you will be asked to support community action, special observances, appreciation days and drives…some requiring financial assistance. Anticipating these events is the key to turning them into a pleasant experience, not a problem. Your own leadership in some community action, outside of pharmacy and fraternity affairs, is a great image builder and provides valuable experience toward personal growth.
Setting sensible objectives and communicating them clearly can mean the difference between a highly productive year and a year that is less than satisfactory.
The secret is in being precise, communicating clearly and getting consensus from the team.
One-third of your first Executive Committee meeting is not too much time to spend on this important task. As a matter of fact, you may spend at least this amount of time discussing goals with your group after having spent several hours alone coming up with some tentative ideas. It is time well spent.
Well formulated objectives include the following:
Clarity and Precision
After establishing your objectives test each one by asking:
Once you are satisfied that the objective is as clear and precise as you can make it, be sure it is practical.
Perhaps you will not accomplish everything you had planned. Which objectives are most urgent? It’s better to accomplish one or two important objectives than to take on too many and fail all of them.
Send a follow-up letter to each organization contact person identifying the “public information officer” of the chapter and provide their telephone number and address.
3. Within the next twelve (12) months:
a. Send out at least one newsletter per semester or quarter on the Chapter’s activities
involving health care or related subjects.
Your most public activity during your term of office is conducting the meeting. Your members see you on display each week and judge you on how well you are prepared.
Where to Meet
This should be determined for the entire semester or quarter and the meeting room booked for each meeting. It should be a location free from noise and well lighted. Possible meeting locations include a school/college classroom, the fraternity house, a members apartment, etc.
Be sure to have a lectern at the meeting site; most guest speakers feel uncomfortable without it. Also, have a microphone if it is a large meeting room. A member of the Chapter should be responsible for checking this in advance. Determine if the speaker requires audio-visual equipment which must be rented and checked out in advance.
Be sure to become familiar with parliamentary procedure (simplified versions in workbook and Constitution and By-Laws). It is not necessary to go overboard but basic principles should be followed to protect the rights of all members.
Plan the Agenda
You should prepare an agenda for each meeting even if it’s not a business meeting. List the announcements that are to be made. If a guest speaker has been invited, have a written biography to present.
Handling the Guest Speaker
The speaker is a guest of the Chapter and should be treated like a guest in your home. Request a biography in advance for introductory purposes and prepare an informative, VIP-type introduction.
Offer to provide overnight accommodations and arrange to meet them at the airport if they are flying. Be sure to determine expenses and honorariums in advance.
Prepare a brief announcement with appropriate background information about the speaker for publication in your Chapter newsletter prior to the meeting. Also, publish a brief summary of their presentation (one or two pertinent points) in the newsletter following the meeting.
Introduce them to other officers and members and assign one officer as a host for the evening. Send the speaker a letter of appreciation following the meeting.
Contact all Members
Use a telephone committee to remind all members of the meeting. Remind them of embarrassment to the Chapter if there is a poor turnout for a guest speaker. Remember to inform graduate members and faculty when necessary.
Before the Meeting
As everyone knows, meetings can be super-productive or a complete waste of time. You will wish to avoid the latter, naturally, so a few of the following details should be considered:
During the Meeting
After the Meeting
Common Problems in Discussion
The Nature of Good Meetings
You as a leader should think about the productive chapter discussions in which you have participated. What were they like? What made it effective? What were the key points to provide a stimulating discussion? The reasons are usually:
Good Questions: A Key to Group Leadership
Questions to Open Discussion:
Questions to Encourage Discussion:
Questions to Limit the Overactive Participant:
Questions to Help the Chapter Move to a Decision:
These are only a limited sample of the questions that might be asked. However it is important to note that each question places the responsibility for discussion on the Chapter.
A pleasant and efficient method of picking up ideas and program possibilities and even solutions to problems is by talking these matters over with other chapters. For added support and assistance in numerous areas, The Central Office and staff are always available. Often The Central Office has just the materials you are looking for. Many of the Kappa Psi publications can be of great assistance.
Encourage attendance at all Chapter meetings…especially the formal meetings. Meetings are a wonderful opportunity for many exchanges of ideas. You’ll want to check on attendance at all of these gatherings…good participation makes for a strong, united Chapter.
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