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LEADERSHIP/

PARLIAMENTARIAN

PARLIAMENTARY ACTION

The job of a club Parliamentarian is to interpret the Bylaws for the club, and thus to provide advice about whether club personnel and activities are in conformance. Although any club member should be allowed to suggest a change to the Bylaws, proposed Bylaw revisions are usually funneled through the Parliamentarian, especially if these changes involve only a small section of the Bylaws (i.e. are minor revisions). She usually is the one to make the motion for a Bylaw change and to describe how this change might affect the club.

If your club decides to make major revisions of your Bylaws, you should consider forming a Bylaw Revision/Review Committee. The logical person to chair such a committee is your club Parliamentarian, since she is the one most familiar with what is already in the Bylaws. However, it helps to have more than one person's input on the necessity and purpose of any proposed changes, as well as on the wording of the revisions. Having a committee to thrash out major changes may reduce the potential for long drawn-out discussions about them at the club meeting when they are presented for a vote.

If all your club votes were conducted in accordance with the procedures outlined in Robert's Rules of Order, discussions on motions would never get out of hand. It is a good idea for both your Club President and your Parliamentarian to have copies of Robert's Rules and to refer to them frequently. A "Chart of Motions" and explanation of how to make motions ("Everything You Always Wanted to Know About Making Motions") are included in these Blue Book materials. It would be a good idea to publish these pages in your club newsletter so that all members could have them as reference.

For the orderly operation of your club, it is extremely important for you to have an established procedure (spelled out in your Bylaws) for the nomination and election of your club's Executive Board -- and to FOLLOW that procedure. Club members should all be well informed about the procedure. The purpose of an election is to place the best candidate in the appropriate position. Of course, each member may have her own idea of who is best. However, you should take pains to avoid creating personality contests or confrontations on election night, if at all possible.

The CJW Parliamentarian needs to have a copy of your club's Bylaws. She can then refer to them if you contact her for assistance in interpreting or revising any of the sections. You also need to send her copies of any revisions after they have been adopted.

BY-LAW INFORMATION – GENERAL

Your club's by-laws provide you with the basic guidelines for its structure and function. They should be well organized and contain an explanation for every aspect of your club.

Each member of your club should have a copy of your by-laws. If any changes to the Bylaws are made in any given year, updated copies of the by-laws should be distributed to all members at the end of the year or the beginning of the following year.

It is important for your members to know what is in the by-laws. Members may read through the by-laws when they first join, but how many of them really become familiar with the by-laws?

Periodically publishing sections of the by-laws and discussing their purpose in your newsletter is one way to help members become familiar with them. Another way is to give by-law quizzes at meetings.

BY-LAWS CHECK LIST

• Official, complete name of your club

• Incorporation date for your club

• Purpose/Objectives of your club

• Club Meetings

o Regular monthly meetings

o Executive board meetings

1 Annual meeting for election of officers, review of budget

Definition of a Quorum

Explanation of Parliamentary Authority

• Membership Section

o Definition of membership categories (active, inactive, graduate, honorary, etc.)

o Membership qualifications

o Application for membership

o New member installations

o Requirements for maintaining membership

• Dues: amount, when payable, late fees

• Participation in Ways & Means projects

• Attendance at meetings

• Service in a department or committee

o Membership restrictions

• Officer Section

o Description of club offices, duties, responsibilities, qualifications

o Specifications for nomination process: formation of nominating committee, when and how the process begins, composition of nominating coittee

o Installation of officers

2 Term of office for each position

o Specific requirements for serving more than one term

o Process for filling positions for incomplete terms of office

• Committee/Departmental Section

o Description of committee/departments in the club

o Job descriptions for committee/departmental chairs

o Job descriptions and requirements for other club board positions

• Specifications for Club Projects

• Specifications for CJW Participation

o Attendance at CJW meetings and conferences

o Club coverage of expenses for officers/members attending CJW meetings and conferences

o Participation in State Project, CJW scholarships and other projects

• Finances

o Fiscal year – June 1 – May 31

o Authorization of expenditures: by whom, for what amount (Executive Board vs. Full

Membership vote)

o Handling of expenses for committees, chairs, officers

o Provisions for auditing club’s financial records

o Bonding of officers

o Budget process: formation of committee, time budget is presented to membership

• Procedure to Amend the Bylaws

• Procedure for club dissolution

• Standing Rules

CHART OF MOTIONS

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MAKING A MOTION

• Making a motion is simple. Don’t be intimidated by this parliamentary term.

• Rise or raise you hand and address the Chair; Chair will recognize you.

• Introduce business by saying, "I move that” or "The Social Committee moves

that”. If your motion is long, have it written out and read it.

• A motion must be seconded if it is coming from an individual; another member, without rising, seconds the motion.

• Chair restates motion and says, "It has been moved and seconded to” and then asks if there is any discussion.

• Once discussion is ended, the motion is put to a vote.

• Chair then declares motion has passed or been defeated.

•

RULES AND DECORUM FOR DISCUSSION FOLLOWING MOTIONS

• Once the Chair asks if there is any discussion, raise your hand to comment.

• The person making the motion has the opportunity to speak first and the right to speak last, at which time she can address any questions.

• The person making the motion may vote against her motion (discussion may cause her to change her mind), but must not speak against it.

• Each member is entitled to speak twice on the same motion, but may not speak a second time until all those who wish to speak have spoken once. (Listen to a few statements and write down comments you have. use your turn to speak wisely.)

• Members must speak to and through the Chair, not to each other.

• Discussion must be confined to the motion under consideration at the time.

• It is the responsibility of the Chair to see that all sides of the issue are represented through debate.

• The Chair must remain impartial while presiding. If she wishes to speak, she must relinquish the chair to the next office in line;

• The Chair is not returned until voting on the motion is completed. Factual information may be given by the Chair in an impartial manner.

• A time may be set for the debate to be over and a vote to take place.

• You may limit the time of discussion.

• You may reduce or increase the number or length or length of speeches.

AMENDING A MOTION: FIVE WAYS

• Striking Out: By striking out one or more consecutive words.

• Inserting: By inserting one or more consecutive words.

• Striking Out and Inserting: By striking out one or more consecutive words and

inserting others in their places.

• Adding: By adding one or more words to the end of the motion.

• Substitution: By substituting a new motion or a new paragraph.

The correct form for a primary amendment is: "I move to amend the motion by........”.

The correct form for a secondary amendment is: "I move to amend the amendment by.......”.

NOTE: Only two amendments may be on the floor at the same time.

LEADERSHIP GENERAL INFORMATION ORGANIZATIONAL LEADERSHIP DIVISION

A. Internal Operations

What is a Policy & Procedures Handbook?

This handbook should be written in accordance with your bylaws and standing rules. Your Policy & Procedures Committee should carefully read and become familiar with your bylaws and standing rules before beginning to assemble or review this handbook. It is best if this is an ad hoc committee, set up for this purpose only with a specific timeline.

This handbook should be similar to the CJW Blue Book covering everything from club structure to club calendars. How many copies your club makes of this handbook is entirely up to your club, it will probably depend on the number of pages and your club’s access to a copying machine. There should be at least two copies, one remains with the President’s file and the other with another responsible member, perhaps the club advisor, parliamentarian, vice president or leadership chair.

This handbook should be reviewed and updated, if necessary, every two years. The wording for this handbook should be general enough, so that it does not need to be rewritten every time a new board is elected.

The following are suggestions for items your club might include in this handbook.

1. What is the structure of your club?

2. Which club positions are members of the Executive Committee?

3. Which club positions are members of the Board of Directors?

4. What is the process used to nominate and elect your club officers?

5. Are Board members and/or committee chairs elected or appointed and how?

6. What type of orientation are new officers and chairs given?

7. Does the Finance committee set the club’s annual budget? Who is on the committee?

8. How is spending handled? What spending needs approval? What are the approval limits?

9. How often are meetings held? When & where are they held?

9. How can a special meeting be called and by whom?

10. Who sets the agenda for each meeting? How are agendas distributed?

11. How are minutes kept and by whom?

12. How are minutes distributed and approved?

13. What form of communication does your club use?

o Telephone and/or email tree – who initiates the messages & what is the deadline.

o Newsletter – how often is it published, what is included, how is it delivered?

o Website – who updates it, what safeguards are in place for this site?

14. How is correspondence handled? Who receives the incoming mail, who handles Thank you notes and outgoing mail?

15. Who handles Public Relations - newspaper articles, announcements, advertisements?

16. What records must be kept from year to year – Club’s Permanent History File? Who keeps these records and where are they stored?

17. Who sets the annual calendar for the club? What is the timeline for club activities – what happens when?

Club Structure

Your club bylaws should define the structure of your club – Officers, committee chairs, project chairs, and special appointments. What provisions are made if the organizational structure as set forth in your bylaws cannot be followed? Do your bylaws allow for co-officers and/or chairs? Example – your bylaws call for a Health Chair but there is no one to fill this position.

Your bylaws should clearly state the hierarchy of the club structure. Do all officers and chairs report directly to the President or do some of the chairs report to a different officer? If this in not in your bylaws, standing rules or Policy & Procedures handbook, where is it written? Does your club have an organizational chart?

Nominating Committee

If your club utilizes a Nominating Committee how this committee is selected should be included in your bylaws or standing rules. If your club does not utilize a Nominating Committee then it must be clearly stated in your bylaws or standing how a member’s name can be entered into nomination for an elected position.

In your Policy & Procedure Handbook there should be a section of Nominating Committee Procedures. Timeline for nominations, how the nominating committee is selected, who the chair is, what positions must be filled, what to do if there are no nominees for a position, how are nominees notified, and can a double slate be presented? This section should also include the election process and how it is handled.

Job Descriptions

If your club has written job descriptions for every board position and/or chair position these should be reviewed every two years to make sure that the contents are still in keeping with your club’s goals and CJW guidelines.

If your club has written job descriptions for your officers this is a good start. Look at the job descriptions already done and work from these. Are there certain duties that officers perform that are also required of chairs? Possibly attending Board meetings, submitting newsletter articles or giving reports at general meetings. Check in the CJW Blue Book, most of your Board positions and/or chairs should have counterparts on the CJW State Board and there should be a corresponding section in the CJW Blue Book. If you are still unsure how to proceed ask your District Advisor for help, she can put you in touch with other clubs that might have similar positions.

Writing job descriptions is not an easy job; it takes time, research, communication and organization. Below are some steps that should help you with this task.

1. Set up an ad hoc committee with 3 or 4 members.

2. Identify the task to be accomplished and a timeline for completing this task.

3. List all the positions needing a job description and review this with the Executive

Committee.

4. Review any job descriptions already written and being used by the club.

5. Divide list of job descriptions to be written among your committee.

6. Set a reasonable timeline for the committee to: a) 1st draft to be reviewed, b) final draft to be reviewed, c) Copy to Executive Committee for review, d) Final typed copy to President.

7. Set up a format for job descriptions. There are standard items that should be included in each job description depending on your club structure. The following are some suggestions:

a. Review the CJW Blue Book and club committee files to set goals for this

committee.

b. Hold committee meetings, number of meetings to be determined by club

activity.

c. Submit annual budget for committee.

d. Report monthly to President/ Board/ Club.

e. Attend Board meetings.

f. Submit committee expenses in a timely manner.

g. Submit monthly newsletter articles.

h. Write project reports for CJW.

i. Give annual report at the end of term.

8. Decide with the Executive Committee how detailed the job descriptions should be. Since projects change from year to year these should not be included, unless it is a project that this committee is always responsible for: Health Committee – “Annual Blood Drive” Project lists should be included in the committee file and updated as new projects are done.

9. Carefully check your final copies for any spelling or grammatical errors. Is the language simple? Is it easy to understand? Will an incoming Chair know what her responsibilities are based on the job description?

10. Decide with the Executive Committee how these job descriptions will be distributed. A job description no matter how well written is of any use to anyone if it sits in a file!

11. While the job description should not list specific projects it should give a general listing of the areas to be covered.

a. Plan projects for the homeless shelter.

b. Organize holiday celebration for youth in town.

c. Schedule activities with local senior center.

Handbooks and Guidelines

A handbook for an officer and/or chair will be a smaller version of a Policy & Procedures Handbook. The handbook should include the club’s job description for that position, a copy of the section of the CJW Blue Book that applies to that position, Board member responsibilities, past club projects list, past CJW reports and any blank forms she might need.

Orientation and Training

Your club should set a procedure for orientating new Board members and/or Chairs. Information is the key to success. By giving these members the information they need when they start their job you are empowering them to do their job. The better the orientation and training the easier the job of the President.

If possible new Board and/or Chairs should meet with the member who held this position previously. It does not need to be the immediate past chair, but someone knowable about this position. Depending on the turnover rate in your club you might have a member in a position of authority that has been with your club for a short time. Seasoned members often forget that not everyone has been there and done that! Hold several meetings focusing on different items, perhaps 1 meeting on setting goals and how to hold an effective committee meeting, 1 meeting on submitting a budget and writing reports, 1 meeting educating members about CJW and the CJW Blue Book.

Annual Reports and Permanent History File

An annual report is an accounting of activities the committee or officer has done during the past year.

1. It can be a written report published in the club newsletter.

2. It can be an oral report given at a meeting with a written copy for the Permanent

History File.

3. The President can give or write an annual report for all the projects.

With the changes to the President’s report CJW is still asking for a summary sheet of project for each department. These summary sheets can be used as your annual report. This information should be included in your club’s Permanent History File. Other items that your club should be keeping include: copies of monthly Treasurer reports, copies of all meeting minutes, record of any awards your club has received, copies of reports submitted to CJW, copies of any newspaper articles relating to your club and copies of your club’s newsletters. This might seem like a lot to save, but 20 years from the club membership will thank you for preserving their history.

Communication with CJW

CJW Board members have a responsibility to be accessible to clubs. CJW Board members offer at least one workshop a year at a CJW Board meeting, submit monthly articles for the Junior Bulletin and send out email handouts after most CJW Board meetings. In the CJW Blue Book there is a list of CJW Board members with their contact information. Feel free to contact any member of the Board, ask them questions, invite them to a meeting or ask them to present a workshop for your club or district. Send them articles from your club newsletters that apply to their department. CJW Board members are always open to new ideas, so send them your project ideas and support material during the year.

CJW Blue Book

Each club receives a CJW Blue Book CD at the first statewide CJW board meeting. Clubs can burn additional copies and/or have the Bluebook printed from the CD at their local printers.

B. Meeting Organization

Meeting Agendas

The ideal way to use an agenda is to have it prepared and distributed to your members prior to the meeting. That way anyone wishing to add an item to the agenda can notify the President prior to the meeting, so there are no surprises for the President at the meeting. You should use agendas for all meetings, even committee meetings. An agenda should list not only reports to be given but also any action to be taken or decisions to be made and also any reminders of projects happening before the next meeting.

Sample Agenda:Junior Women’s Club of Hartford

Board Meeting 5/20/00

7:14 p.m. Call to order

Opening (pledges, etc.)

Reading & Approval of minutes

Roll Call

Officer reports (in order as listed in your bylaws)

Committee reports (in order as listed in bylaws or by upcoming projects or any order the President wishes, but the order should be listed on the agenda).

Arts - Craft night 6/1/00 - sign up & pay $5

Conservation - Collection of nature books for Nature Center

Health - Bloodmobile - update & sign up

Homelife - Decision on Adopting Family for Summer

Special Committee Reports

Bylaw revision meeting 6/3/00

Unfinished Business

Tabled donations/ postponed motions

New Business

Purchase of club banner - $150 - for discussion

Program

Volunteer Ambulance Corps. (15 minutes)

Announcements

40th Anniversary Dance - Bloomfield Juniors 6/15/00

Adjournment

Meeting Minutes

According to Robert’s Rules the following should be included in meeting minutes: the date, time and place of the meeting; the kind of meeting; the name of the club; the name of the presiding chair and secretary; whether the minutes of the previous meeting were approved; all main motions in their final form and their status (passed or not); all oral notices of motions; all points of order and appeals, including the reasons given by the chair; all motions to reconsider; all elections; summary of all reports; roll call; and the time of adjournment. The general guideline for determining the content of minutes is they should record what is done by the assembly, not what is said by the members. Please refer to Robert’s Rules for more information on how to approve meeting minutes.

Committee & Board Meetings

Board meetings are defined as volunteer board members spending time together making governance decisions for the future of the organization. It is up to those who plan, lead, and participate in nonprofit board meetings to ensure that the impact is a positive one. The purpose of board meetings is to focus on making critical decisions.

The President is critical in achieving effective board meetings. The President’s role is to lead, orchestrate, move, cajole, and push boards and committees into acting in the best interests of the club. The President must make sure that each member of the board receives what she needs to continue to be of value to the organization! There is no greater time-waster than poorly planned & poorly managed meetings. Start your meetings on time, stick to an agenda, and try to reach some kind of decision on each item, or assign responsibility for further action. At the end of the meeting restate the decisions reached and assignments made. Don’t let the meeting drag on beyond the scheduled time. The day after the meeting send a note (snail or email) to the participants confirming what was decided and what deadlines were set for further action.

A committee chair must have the same effectiveness in running committee meetings. Committee meetings are the time to discuss new ideas and plan projects; these should not be done at general or board meetings. Before the first general meeting each committee should have at least one meeting to set their calendar and goals for the year. The committee should refer to the CJW Blue Book to make sure that they are planning projects that are appropriate for their committee. The committee should develop a detailed plan for the year and present it to the board for approval. In approving the committee’s plan the board should be cautious in not stifling the committee’s enthusiasm, but the board should make the final decisions as to whether or not the projects are appropriate for their club. Please remember just because something was tried once and failed, it doesn’t mean it will fail again, and just because something is done every year, it doesn’t have to be done again or the same way.

LEADERSHIP PROJECT IDEAS

Organizational Leadership Projects:

• New Committee Chair/Board Member Orientation Package describing how meetings are run and what is expected of new member.

• Agenda for every meeting – general, board and committees.

• Documentation of and review at board or general meetings on club history

• Reinforcement of Standing Rules and Bylaw procedures at Board or General meetings.

• Job Descriptions for Officers and Club Chairs which describe responsibilities

• Club survey to identify strengths, weaknesses, interests, etc.

Individual Leadership Projects:

• Goal setting for individual Committee Chairs. Identify what specific leadership component each member of your Board wants to develop during this Club year. Outline how that fits into overall club goals.

• Time Management Sessions, starting on-time awards

• Newsletter articles on leading by example.

• Development plan to groom the 1st VP for Presidential role next year.

• Workshop with one-on-one feedback to sharpen report writing technique.

• Club succession planning with individual members. Providing the right opportunity to assist a member's growth and serve the club.

• Public Speaking program or workshop.

Member Quizzes on By-Laws, Making a Motion, Who’s Who in your club.

BUILDING A STRONG BOARD AND KEEPING IT!

Women join CJW clubs for many reasons, but at heart they are all committed to the good work we do, and they want their club be successful both in short and long terms. This is the same reason members become chairs and officers and put extra hours in to be part of a board.

Some basic reasons that members become more involved in club administration:

1. They want a voice in deciding what’s important to the long-term future of the club.

2. They want to hear, first-hand, from the President what’s important.

3. They want to really know how the club is performing and be involved in devising measurement tools to determine success.

4. They want an atmosphere accepting of change.

5. They want an opportunity to be role models for the rest of the club and community.

Once a member joins a board, help her to assess what is important to the club:

1. Discuss the club’s goals and how she can help to meet those goals.

2. Explain that she will be more vulnerable, that is, accessible and accountable.

3. Educate her on the important information regarding the club’s community service,

CJW connection and her department’s goals.

4. Decide how success is defined. Is there 1 major goal/project her committee wants to

succeed at this year? What is important, the number of projects or the impact of a few

projects? How will her committee projects improve the community?

The following activities are necessary for effective leadership of a group:

Planning, Teamwork, Learning, Deciding, Discussion, Delegation, and Enjoying.

A. Planning - Planning is the most crucial element of a successful meeting. State the goal of the meeting in one sentence. For example:

- Review & accept next year’s budget

- Plan next year’s club calendar of meetings & projects

Establish your meeting dates, time & location at the beginning of the year. Periodically reconsider the time and place to make the meetings more convenient for members.

B. Teamwork - Sitting on a board means work. Effective meetings require work before - focused attention during – and follow-up after. Committee chairs should schedule meetings, have someone take minutes, follow through with committee members on commitments between meetings, record their results, accomplishments and evaluate their committee performance.

C. Learning - Give members a chance to learn something at each meeting. On-the-job training is a hallmark of a successful volunteer organization. Try highlighting an aspect of your club at each meeting.

D. Deciding - Make sure that a decision about something is made at each meeting. Every volunteer attending a club meeting will want to know: “Will we decide something at this meeting that requires my input, and will my attendance make a difference?” Establish the habit of including the same item on the agenda for two consecutive meetings. For the first meeting, the topic can be labeled for discussion. At the end of the discussion, the President can ask the committee to re-present the topic for decision at the second meeting. This stops discussion that goes on for months while ensuring that the membership has the information it needs to make a good decision.

E. Discussion - Allow members time to get to know one another at each meeting. Most clubs do this by serving refreshments either before or after the meeting. Get members involved. Encourage talking. This will help establish friendships. Take time at the first and second meeting of the year and give each member time to speak - perhaps on why they joined the club or what they hope to accomplish by belonging to a Junior club.

F. Delegate- A satisfied board is one where each board member feels they are a contributor. Each board member should be encouraged to contribute at each meeting. The peer structure of a nonprofit board requires all board members to participate if the organization is to benefit from their collective experience and wisdom. The role of the President is crucial in achieving this goal; she can bring a silent board member into the fold by delegating a task and soliciting input on topics. It’s your job to match the talent of the member to the task.

G. Enjoying - Board service is fun, interesting and exciting. To retain dedicated volunteers nonprofit clubs have to ensure that being a member of their club is an enjoyable experience. Volunteers want to feel that they are contributing, they want to see things move forward, they want to enjoy the time they spend in service to the organization. Try celebrating the successful completion of a project by giving specific praise for specific jobs – and mean what you say!

There are two important factors that are the glue that holds all the planning, teamwork, learning, deciding, discussion, delegation, and enjoying together: Commitment & Humor. The motivating factor for volunteers is their commitment to the mission of the organization. While striving for efficient and effective meetings, we would all do well to remember that even at the most critical moment of an organization’s life, we are fallible people who are capable of the most sublime wisdom and the most ridiculous failures. Some meetings produce more than others - and sometimes meltdown occurs. Commitment with a strong dose of humor helps us deal with both scenarios.

EXECUTIVE BOARD ORIENTATIONS

Orientation of Executive Boards is very important in laying the groundwork for the upcoming year. Officers and chairs want to do a good job, but they need guidelines. At an Executive Board Orientation the goals of the club should be stressed; what direction are we going in? Is this the direction we want to continue in? What do the club and President expect from members of the Executive Board?

It is very important to a club that there is a smooth transition between administrations. Although many clubs hold meetings for chairs to exchange information, it is worthwhile for each chair to be able to meet individually with former chairs. New chairs need time to digest information and ask questions, they don't need a box thrown at them and they don't want to hear "Read the material and you'll figure it out."

Executive Board Orientations should begin with Executive Committee Orientations.

Of course, to do this you must figure out who is on your Executive Committee and Executive Board. Executive Committees should include the President, all other officers, and any other members your club deems necessary. For example, CJW Executive Committee includes the Director, other officers, the Parliamentarian/IPD, the Juniorette Chair and two other members of the Executive Board of Directors as chosen by the Director.

Club Presidents should meet with their Executive Committee before holding an Executive Board orientation. The Executive Committee should discuss their goals, purpose and responsibilities.

Executive Board Orientations should include the entire board (the Executive Committee is part of the Board) and should be conducted as a learning process for everyone. Re-enforce the goals and purpose of the club, and discuss the responsibilities of each position on the Board. Clubs hold Orientations in different ways: Pot Luck Dinners, joint meeting of incoming & outgoing Boards, as part of a regular Board meeting or a social & working gathering for the Board. It doesn't matter how it is done, as long as you take the time to be sure each position is covered and participants feel comfortable asking questions.

Each chair should be made aware of their responsibilities including:

1. Meeting with the President to outline her duties.

2. Attending club board and general meetings.

3. Attending CJW conferences, meetings and workshops.

4. Corresponding with her CJW State Chair.

5. Keeping accurate records to be passed on to her successor.

6. Utilizing her committee.

7. Fulfilling any other responsibilities as assigned by the President.

The President and Vice President should attend committee meetings to offer help, support and guidance to committee chairs.

RESPONSIBILITIES OF THE CJW BOARD OF DIRECTORS

MEETING ATTENDANCE AND REGISTRATION

Attend all meetings:

May Board of Directors (scheduled by CJW Director)

August Board of Directors

Fall Executive Board Meeting/Workshops

October/November Fall Conference

December Board of Directors – holiday party

February Board of Directors

March President's Dinner - Executive Board – President’s Reports Due

April Board of Directors

April/May Spring Conference

Fall / Spring Juniorette Days

The CJW Executive Committee will have meetings scheduled in January, August & November. Other Executive Committee meetings may be scheduled as necessary.

If you are unable to attend a meeting, you must notify the Director in advance and arrange for someone to give your report and deliver your handout.

Registration for meetings will be through the CJW Meeting Planner or Conference Co-Chairs as indicated on the meeting call. Please do not register with your club. Each Board member handles overnight hotel reservations individually. Board members need to check in at the registration table for each Executive Board meeting.

JUNIOR BULLETIN

Write a monthly article for the CJW Junior Bulletin providing information, resources and ideas for your department. Junior Bulletins are published every month except May and July. Think ahead and don’t be late! Articles are due on the 20th of the month prior to the Junior Bulletin issue. The Junior Bulletin for the month of Spring Conference is the “Awards Bulletin” (includes the award list from each department chair).

Please send a copy of your monthly article to the CJW Public Relations chair for the website.

HANDOUTS

In addition to monthly articles an email handout should be prepared prior to each conference or statewide meeting. These emails must be sent to the Corresponding Secretary for distribution after the meeting.

September Workshops

Fall Conference

President’s Dinner - March Board

Spring Conference

CJW CONNECTION

Assist club members with questions or concerns; help to resolve problems and/or conflicts; suggest project ideas.

Please answer all invitations and requests from clubs promptly.

Visit (and speak at) club meetings, district events and your own district’s club meetings.

Set up email list to send information & Junior Bulletin articles to clubs quickly.

Your first obligation is to CJW and the other clubs. At times CJW needs may conflict with your own club’s activities and you may need to make some difficult choices.

WORKSHOPS

Organize a workshop for club members – this can include project ideas/information, discussion, hands-on project and should include a handout. All workshops will be held in the Fall

FILES & REPORTS

Maintain files for your department in an organized manner. You may discard information according to the CJW record retention guidelines DO NOT discard any information of historical value to CJW – historically significant information should be given to the CJW Recording Secretary.

Submit a yearly report to the Director if requested.

BLUE BOOK UPDATES

Review and edit your department’s guidelines for the CJW Blue Book including department goals, project ideas and other information. Verify resource information to make sure it’s up to date.

Provide up to date personal biography information for the CJW Board member section of the Blue Book.

EXPENSES

Track expenses and submit them to the CJW Treasurer in a timely manner (monthly preferred) with appropriate detail and receipts. According to the CJW Budget, expense reimbursement is available for:

o Mileage (@$.40/mile) to club meetings/events where you are invited to speak

o Telephone expenses up to $2.00 per call

o Copying charges for file box & workshop handouts

Monitor your budget line item, if your expenses will exceed budget, you must notify the Treasurer. The Board must approve any special purchase or expenses in excess of budget.

COMMUNICATION

You will receive your own CJW calls and Junior Bulletin. If you do not receive them promptly, please contact the Corresponding Secretary and Junior Bulletin Editor so your information can be corrected.

Communicate with club department chairs as often as possible. Have a “theme” or focus to educate the clubs and encourage participation.

Remember to pick up your file box information at the end of Executive Board Meetings and Conferences.

Contact the CJW Director if you have any questions or concerns. Please note: if you miss a meeting, it is your responsibility to contact the Director for updates & materials.

Use the CJW name and logo on all documents – especially handouts!

Review all minutes, financial reports and agendas prior to the Board meetings and be prepared for discussions.

HAVE FUN!!!

If you aren’t having enjoying your position, or if you are having difficulty fulfilling your obligations please advise the CJW Director. Don’t be afraid to ask for help.

RESIGNATIONS

If you must resign, please do not do so just before an important event like a workshop or conference. If possible, give enough notice so a replacement can be found.

SURVIVAL SKILLS FOR COMMITTEE CHAIRS

Here is a 12-point checklist that will help improve your skills in Facilitation

(A must for committee chairs or Executive Board members):

1. Don't skip group introductions. Always assume that participants don't know each other, even if they work together daily. At the beginning of each meeting, introduce all members present and provide an opportunity for them to be acquainted and learn something new about each other.

2. Respect the natural rhythms. Trust that the group will take care of itself. It will raise issues when it is ready. However, you as the chair should look for subtle messages: glancing at watches, closing eyes, engaging in side conversations and so forth. Such cues can help you pinpoint issues that need attention.

3. Check your assumptions. It’s safe to assume that participants want to be excited and want to do a good job. Typically, negative people have learned to be negative because they've been discouraged and disappointed repeatedly. Similarly, positive attitudes are learned and must be practiced.

Your committee may include both positive and negative people. Listen for the true meaning of the words negative people use as they can make important contributions. It's easy to like positive people but we have to work at respecting those with a more negative attitude.

4. Use breaks wisely. Use breaks to change topics, collect your thoughts, cool off high emotions, shift plans and evaluate progress.

5. Just facilitate. Never imply that you know more than anyone in the group. The job of the chair is to encourage people to offer their own knowledge. When you think it's necessary to make a point, quote other experts. When group members disagree, stay neutral. It's not your job to steer the group to your own way of thinking. Don't take sides, even if you have one.

6. Atmosphere speaks. Set the tone with your attire, lighting, handouts and other materials, arrangement of chairs and tables, refreshments, and so forth. The ambiance can show members that you want them to relax, be creative, and give their best. People might not notice when everything is right. But they will notice if the environment makes them feel uncomfortable.

7. Make observations. Stating the obvious can be a powerful way to confront the group or move it along. For example, say to inattentive participants, "You seem tired. Is it time to wrap up?"

8. Work with conflict constructively. When conflicts arise, look for points of agreement. Steer participants' energy in positive directions. Say, "I agree that we need to fix that problem".

9. Know your place. Avoid using the word "we" to imply that you see yourself as a member of the group, unless you really are a member. Use the "we" only when it refers to people in general.

10. Honor member's preferences. Make sure that all participants have an adequate opportunity to express themselves. You may need to remind highly verbal members to let others speak. And remember that some people may not want to contribute actively.

To achieve consensus, each group member needs to feel a sense of ownership, either by participating actively or by listening and reflecting.

11. Encourage enjoyment. Look for fun, laughter, and creativity. Those are the by-products of people who like each other and feel comfortable working together.

12. Reflect afterwards. Accept that you've forgotten to say something or that you should have said something differently. Evaluate your own performance just long enough so you can improve your next meeting, but don’t beat yourself up with regrets. Evaluate with the aim to make things better.

You need to respect the group's norms, expertise, and stage of development. If you interject your own agenda or issues, group members are likely to disregard your right to influence to guide the group.

From Training & Development, August, 1994 p. 51

PERSONAL LEADERSHIP DIVISION

GETTING ORGANIZED

What is organization? In defining “order”, it signifies a condition of logical or comprehensible arrangement among the separate elements of a group. The act of organizing is a process and brings all the elements into an ordered whole.

Calendars

Where did the time go? I never have enough time to do the things I really want to do. I would love to help you, but I just don’t have the time. How often have you heard or spoken these words? Loved ones, friends, jobs, homes, volunteer commitments and even hobbies take time.

The first step to Time Management is to invest in a calendar. It can be a deluxe planning system or a small month-at-a-glance purse calendar. Before purchasing a calendar explore your needs. Is this for your personal and/or work life? Do you need to keep track of a lot of appointments or just a few? Do you need to keep a schedule for just you or for your children too? Do you need a space to write notes or just the bare essentials? Do you want a calendar to hang on the wall or refrigerator? Will you carry it in your purse or briefcase or will it remain on your desk? What features do you need – address book, expense records, and hourly appointment schedule? What size do you want – pocket size, executive size, larger, three ring binder or spiral bound? And you thought you were just buying a calendar!

How to effectively use a calendar:

• Plan weekly; enter events and things you want to remember.

• Write objectives for the coming week, preferably on a Sunday.

• Make your plan for the week to include what, when, who, and time needed.

• Make a daily action list that has no more than 5 major items.

• Schedule time for returning phone calls – at one time.

• Look at your calendar first time in the morning for that day & the next; this will eliminate surprises or last minutes trips to the store.

• Write in pencil. Be prepared for the unexpected. Plan no more than 4 hours of an 8-hour day and leave plenty of time for travel time and post meeting discussions.

• Start with the task that has been hanging over your head for days.

Time Style

What’s your time style?

• Self-Interrupter: After starting the first task on your to do list, you become distracted, you remember a phone call you need to make and make it, while on the phone you start cleaning out a drawer, then you leave the drawer to return tools to the garage and realize the garage needs to be swept. Now it’s hours later and your first to do task isn’t done. You need to learn to stick to one task at a time.

• Time Waster: You have such a great personality everyone wants to share their news with you, either in person or by telephone. If someone has a problem they know they can always come to you. In the meantime, the task you were working on has to wait. Learn to close your office door and at home let the answering machine pick up and just because the doorbell rings, you don’t have to answer it!

• Never on Time: You’re usually running behind (and someone somewhere is waiting for you), but even when you start out promptly, something always seems to come up. Plan ahead; build extra time into your schedule.

• Crisis Manager: Some people live their lives going from crisis to crisis. Everything is an emergency, and pleasure is diminished because of the rush-rush atmosphere. You need to learn to plan ahead so that you can feel in control of your time.

• Scattered: When it comes to details, you’re overwhelmed. You pay your bills, but send the wrong amount or forget to sign the check. A little attention to managing the details and you’ll be fully in command of all that you do.

• Procrastinator: “I’ll do it tomorrow.” But tomorrow never comes. Putting off doing something seems as though it will be easier than tackling the job at hand. Don’t let something hang over your head, schedule it and do it.

• Efficient: A report is due tomorrow, no problem it’s all done. The check is due next week, already in the mail. What’s wrong? Nothing. Congratulations you’ve learned how to manage your time and life!

• Undirected: Setting moment-to-moment priorities can be very difficult. Everything is a crisis or an emergency. Think your priorities through and decide where to begin. Once you’ve made that decision stick with it and follow it through.

• The Juggler: This person is adept at managing an innumerable number of tasks, and they even make it look easy! Priorities seem to fall into place, and they work quickly and get an enormous amount done. While Jugglers do sometimes pay a price (and no is a vocabulary word they need to be reminded of), they are to be credited for their ability to see straight and keep things under control.

• Obsessively Organized: This type of person drives everyone else crazy! Absolutely everything needs to be done correctly and on time! They focus on organization for organization’s sake, not for what’s truly important. This behavior makes those around them nervous to the point that it hurts the overall functioning of any group. Sometimes being a good time manager means knowing when to ease up on others so that they can feel comfortable enough to do their best.

18 Steps to Simplify-Organize-Succeed!

1. Remember you are the most important person!

2. Control paper flow – it’s a myth that paper should be handled only once.

3. Leave tracks – use carbon pads, spiral notebooks or binders for messages and important notes.

4. Learn flexibility – use whatever works for you.

5. Conquer those piles of paper: Day 1 – flip the pile upside down and work from the bottom: Day 2 – split the pile in half and work from the middle. If you work from the top down, you will probably never reach the bottom. Have one inbox for each project, example: one for financial information (bills, statements, etc.): one for school activities: one for Junior stuff.

6. What do you call it? Make a master index of your files, record where they are filed. Take ownership of your papers, designate a space for them. Would you leave your groceries sitting on the counter or table for weeks at a time, because you might use them? Do you allow your children to leave their toys all over the floor because they’ll play with them again some day?

7. Take action against your paperwork. Plan time for paperwork.

8. Why do we procrastinate? 1. Because we want it to be prefect or 2. We are waiting for an adrenal rush!

9. Focus on the task at hand.

10. Will it matter a year from now if you don’t do it? How long has the paper been on your desk?

11. Use the 3 D’s to make the pile of the papers on your desk disappear. Do it, Dump it, or Delegate it.

12. What is your motivation? Pain or Pleasure? Pain - If you don’t pay your bills on time, you will get more mail, be charged late fees, get harassing phone calls, ruin your credit and maybe even face stiffed penalties. Pleasure – do the tasks at hand, be in control and relax.

13. Use a Tickler Holding file. Set your tickler up with Month and Date folders; use colored folders for the months (Jan.–Dec.) and manila folders for the days of the month (1 set numbered 1-31). Consider these your action files, check a folder every day and take care of anything in that folder. Every time you move a paper from one folder to another put a pencil mark on the top of paper, three strikes you might as well throw the paper out because your procrastinating against doing it. If you are going away clear those files and move the empty files to the next month. If it is June and you have something you need to do in September, put it into the September file and sort this file on September 1st. As an incentive to check the file every day mark your calendar with a green T (for tickler) or $ on corresponding dates and put a red T if something is very important. Spread reading material throughout the tickler to get everything read.

14. Leave a trail. If you take out a file out of a folder leave a note as to where it went. If you lend something to someone mark it in your notebook or calendar to ensure it’s safe and timely return.

15. Simplify – What does it mean to you? Whatever system works best for you. If it’s too time consuming or difficult you won’t do it!

16. Prioritize by deadline. The mental stress deadlines place on us is enormous. If you prioritize by deadlines you will eventually get ahead of the game.

17. Prioritize your life: a. Save yourself first, b. Set peace within yourself, c. Remember a high stress level reduces productivity, d. 5% negative energy will zap 80% of your good energy.

18. Use a worry jar. If you have a worry, write it down and forget it.

TIPS FOR BETTER LEADERSHIP

There is no quick and easy way to master the art of leadership. But if a person has intelligence, natural aptitude, and the desire, she can learn the principles and techniques of leadership and apply them.

LEAD BY TRAINING OTHERS ----The leader who doesn't fear competition and has the best interest of his organization at heart always trains capable assistants whom some day will assume leadership roles.

NEVER STOP LEARNING ---- Read book on leadership. Take college courses. Observe and talk with successful leaders. There is no end to what you can learn.

MASTER THE SIMPLE FIRST ---- Much of the failure and frustration in democratic leadership stems from young people who try to start too near the top.

LOOK FOR LEADERSHIP IN OTHERS – DELEGATE!

CULTIVATE RIGHT CLIMATE ---- Aspire to leadership roles at home, school, church, club and work. Then exploit the situations that enable you to use the leadership talents and techniques you've acquired. Let your light shine so that others recognize your qualifications for leadership.

BE FAITHFUL TO PRINCIPLE ---- It's trite, but you'll find that the safest path to leadership is through unselfish service to others.

BE BUOYANT ---- Keep your thinking flexible. Rules, ruts, and routine have ruined many leaders. High vision is essential, change is inevitable and true progress is desirable.

BE A GOOD FOLLOWER ---- Almost every leader is first a follower. To become a leader, learn to be a loyal follower of your present superior. To learn how to give orders, learn first how to take orders and execute them. Learn how to coordinate the activities of others by cooperating with those you come in contact with. Learn teamwork if you want to become captain of the team.

LEARN TO LIKE PEOPLE ---- Love of fellow man is the basis of all true leadership. It may be enough to like your friends, but you'll have to learn to love your enemies, if you want to defeat them. To learn how to coexist with everybody requires great patience and perseverance but it is the only course to follow.

BE YOURSELF ALL THE TIME ---- A high personality quotient, is most desirable. Ready wit, a nimble mind, a good memory for names and faces-these are useful qualities for leaders. But don't lean too heavily on personality.

EARN RESPECT ---- The mere fact that you have been appointed to a position doesn't insure your success as a leader. But it is an opportunity to prove that you are one. Don't stand heavily on your title, your dignity, or your authority.

INSPIRE OTHERS ---- A leader knows how to get things done through others. To get results find the person who wants to do the job and has the ability to do it. Appeal to your follower's self-respect--arouse ambition, stimulate imagination and encourage initiative. Some say that the best way to move people to action is to make them laugh, make them mad, or make them cry.

BE EXCITING AND ENTHUSIASTIC ---- A merry heart, sparkling eyes, a warm handshake, lively interest, and emotional stability are modes of behavior that you can consciously cultivate through training and practice. Anybody who wants to ignite the fires of civic conscience must throw off a few sparks. To be exciting, let your enthusiasm overflow and your light shine.

BE CONFIDENT ---- A confident air inspires the respect you need to control others. Be sure of your facts; understand the issues and principles involved in the situation that confronts you. Then you'll feet confident and act the way you feel.

MATCH PEOPLE TO THE JOB ---- Interest is as vital as intelligence and skill. Influence those you work with by discovering what they want or what pleases them.

EXPECT THE BEST OF PEOPLE ---- If your volunteers and assistants are carefully selected, trained and supervised, you (their leader) will know what to expect of them and you'll feel you can place full confidence in their abilities.

KEEP YOUR POISE ---- Lack of poise is due to careless mental habits. If you lack poise, work to acquire it through psychology, or practical experience. You can conquer a sense of failure, frustration and doubt, dismay through conscientious study, and self-analysis. Inner tranquility produces outward calm, grace and charm. The simplest way to achieve assurance is to think about others instead of about yourself. Don't be a head-scratcher, a fingernail-biter, a table tapper, or a ceiling gazer.

BE ACTIVE ---- The dynamic leader is his own self-starter. He's always open to inspiration and intuition, and he translates the thought into action. So be active without being aggressive. Start things but be sure you finish them.

LEAD BY EXAMPLE!

BE HUMBLE--BUT NOT TOO HUMBLE ---- Never belittle anyone—openly or secretly. Neither underestimate your own or another’s ability. Don’t belittle yourself, your present position, or your future possibilities. Be as careful of what you say to yourself, as you are about what you say TO others.

BE CONSISTENT ---- Nobody can follow the leader who gyrates wildly. The person who is a firebrand one moment and an iceberg the next, who is cordial one day and crusty the next, or who flatters one week, and frightens the next only bewilders his followers. Be even-tempered, consistent in attitudes and predictable in reactions.

BE GRACIOUS ---- Courtesy and kindness pave the way to progress in leadership and pay big dividends in terms of goodwill and loyal support to those who unfailingly practice these rules. Curt and condescending attitudes have ruined the careers of many men who were otherwise qualified for responsible positions.

KNOW YOUR ORGANIZATION ---- To be most effective the leader should know -thoroughly the details of organizations--its policies, procedures, personnel, methods and functions. This rule holds true for any leadership position. Be sure you know what your group stands for. Give people goals--a sense of direction.

BE AN ATTENTIVE LISTENER ---- Superiors, equals and subordinates deserve the keenest interest and closest attention during personal conversation and group discussion. The adroit leader asks for opinions and pays careful attention to what is said.

LEARN FROM OTHERS ----There are few all-around geniuses who are experts on everything. We all have limitations.

BE COOPERATIVE IN SEEKING ANSWERS ---- There's no leadership in a social vacuum. Leadership is a process whereby one person influences the behavior of others.

BE INTERESTED ---- A sincere interest in the welfare of others, and a warm-hearted appreciation of what they and are doing for the organization is of the utmost importance to successful leadership.

DON'T SHOW OFF AUTHORITY ---- Assume others are not working with you but for the organization. Ask people to help you. Make suggestions but few orders.

BE THOUGHTFUL ---- When you are conducting group meetings plan in advance what you're going to say and how you're going to say it. Choose your words with care, watch the inflection of your voice, and be sure you've made your meaning clear.

CRITICIZE CONSTRUCTIVELY ---- The best way is by correcting errors, reviewing regulations, and issuing new instruction. Smart people take a hint without offense if you use such methods. Before criticizing be sure you have all the facts and see all angles of the situation. Where possible, criticize methods and techniques instead of persons.

ADMIT OWN MISTAKES ---- The wise leader honestly admits his mistakes and corrects them in humility. He never gives alibis or blames others for failure. Many great leaders have assumed responsibility for the mistakes of subordinates.

DELEGATE AUTHORITY ---- One of the principles of executiveship is to delegate authority and allow subordinates to be accountable for results.

BE FIRM BUT FAIR TO EVERYBODY ---- The deft leader uses threats and rebukes only as a last resort to bring people into line. It is not a good leadership technique to slight, scold or ignore others. Lead and coach, don’t club and coax.

PLAN PROGRAMS IN ADVANCE ---- Planning is a blueprint for action. Good timing is as necessary as wise planning.

STUDY THE GREAT LEADERS ---- Reading biographies and autobiographies of leaders in your field will help you learn valuable things from their experience and avoid costly errors.

BE AFFIRMATIVE AND CREATIVE ---- The greatest leaders are positive, affirmative, constructive, creative, and cooperative in their outlook of things. The bosses, despots, dictators, and demagogues tend to be negative, opinionated, abrasive and destructive in their attitudes toward others. Chronic complaining, grumbling, and criticizing are not conducive to leadership and should be avoided at all costs.

GIVE CREDIT ---- It's always wisest to turn the spotlight on the other person in the case of special achievement. To take undeserved credit for another’s work and try to hang a halo on oneself are two fatal errors that inevitably result in loss of respect.

PRAISE YOUR PEOPLE PUBLICLY ---- Normal people thrive on appreciation and praise. Proper recognition in a public meeting usually inspires people to achieve greater effectiveness.

RATE FAIRLY - FIND A YARDSTICK ----The 50 rules of leadership listed in this article may be used as a self-rating scale to compel leaders to face up to their own performance. How do you rate?

REPROVE TACTFULLY ---- If your subordinates make errors it's always better to reprove privately and informally. Reprimands in front of others cause resentment and defeat their real purpose. Avoid hurting the feelings of others.

KEEP PEOPLE INFORMED ---- Don't try to put things over on people or keep them in the dark about matters of vital interest to them. If you expect teamwork, treat people as members of the team, entitled to know what's going on. This builds confidence, avoids suspicion, and strengthens morale by cultivating a sense of belonging.

RESPECT THE WORK OF OTHERS ---- Perhaps even better than making an individual feel important is showing him how he fits into the plan. Don't discount the value of any person in the group.

GIVE REASONS----It's always good to explain the whys and wherefores of policies and decisions. This way, you'll avoid bickering and backbiting. People want to know why.

TALK DIRECTLY - BRISKLY ---- Be clear in thought and direct in manner without being blunt in speech. Look intently at people and speak directly to them. Stick to the subject and draw out the other person’s thoughts.

COMPROMISE - DON'T APPEASE----The best leaders occupy the middle ground between those who lag behind and those who rush ahead of the group. Learn to compose differences and make concessions when this doesn't endanger the ultimate success of the cause and doesn’t depart from principle. Preserve your neutrality between small cliques in the organization by enabling them to see the common goal.

BE GOOD TO YOURSELF ---- Be good to yourself by helping others.

BE BRAVE, NOT BRASH ---- Cowardice in a leader will not inspire courageous followers. Overcome fear by developing courage in the group. Take courage together. Fear can arise from a sense of inferiority, which you can overcome through study and experience.

CULTIVATE A SENSE OF HUMOR ---- Learn to be diplomatic by cultivating tact and a sense of humor. Tact, or a sense of proportion, is the ability to be diplomatic in difficult situations. Learn to display tact by a pleasant word, a friendly glance, or a show of patience. A sense of humor is the ability to see things out of proportion. It’s best expressed in ready repartee, a funny story, or a hearty laugh at jokes on yourself or others. It relieves strain, lightens burdens, breaks down barriers, softens antagonisms, and helps the leader glide over the rough spots and avoid awkward breaks in personal relations.

BE DYNAMIC ---- Dynamic leaders have a driving energy and dogged determination.

PUBLIC SPEAKING TIPS

Speaking in front of a group, whether the size of a Committee or an audience in an auditorium, can be a traumatic experience for many people. For some, fear of public speaking causes symptoms such as a rapid pounding heartbeat, shaking, perspiring hands, a dry mouth, breathlessness or stammering. Some people have speech idiosyncrasies, which become more pronounced when the person becomes anxious: such as punctuating statements with "like", "you know", or "uh". Such breaks in your presentation are annoying to your audience and tend to create an impression of a lack of self-confidence.

Some people suffer for days in anticipation of a speech, while others are fine until they begin to talk. But no matter how public speaking affects you, experts offer these strategies to calm your nerves and help you say your piece more effectively.

The week before your speech, prepare thoroughly. Study your topic and organize your ideas on index cards. Practice using any props you will need, such as flip charts and slides. If you'll be speaking impromptu in a class or meeting, make notes before and during the meeting, so your comments will be brief and to the point. Rehearse formal talks at least six to seven times. Practicing into a tape recorder and playing it back to yourself may help you spot areas of your presentation, which could use some work. Rehearsing in front of a mirror or your spouse really does help.

The day of the talk, abstain from caffeine and alcohol. These can increase anxiety and decrease control. Wear something comfortable and familiar. This is not the time for a new look. Put on a favorite outfit that makes you feel attractive. Avoid tight or fussy clothes that could be distracting. If possible, walk to the place at which you'll be speaking to work off nervous energy. If you cannot do this, arrive early to check the physical setting and equipment.

Experts suggest these "tricks" to head off last-minute jitters:

a. Breathlessness: Put a hand on your stomach and inhale slowly, feeling your stomach rise. Exhale. Repeat several times. If you feel your breathing speed up while you’re talking, put ine hand on your stomach for a moment to regulate it again. Correct breathing controls anxiety-linked voice problems.

b. Trembling hands: Grip the sides of your chair or the table edge with both hands and for a count of ten. Pull up as if trying to lift the chair or table. This isometric exercise can be done without anyone noticing and really helps.

c. Sudden tension as you begin: Take a minute to breathe deeply. Tense, and then relax your hands. Touch your face gently.

These techniques really work - try them. And remember, when you're speaking to Juniors, we are all your friends!

CHARACTERISTICS OF LEADERS AND FOLLLOWERS

| | |

|A LEADER |A FOLLOWER |

|Good listener |Good talker |

|Accessible |Hard to find |

|Decisive |Avoids decisions |

|Gracious |Self-promoting |

|Keeps it simple |Makes it complicated |

|Optimistic |Pessimistic |

|Gives credit |Takes credit |

|Confronts problems |Avoids problems |

|Speaks directly |Manipulates |

|Acknowledges mistakes |Blames others |

|Says "Yes" |Explains why it can’t be done |

|Enthusiastic |Placid |

|Seeks strong subordinates |Seeks weak subordinates |

|Positive attitude |Negative attitude |

Use this sample to tailor a Leadership survey to the needs of your club.

LEADERSHIP SURVEY

Member’s Name _______________________________ Date ____________

Which leadership items would you like to see addressed during the upcoming year? (Check all that apply)

____ Public Speaking

____ How to run an effective meeting

____ Dealing with difficult people

____ Time management

____ How to write an agenda

____ How to delegate

____ How to set goals

____ How to get organized

____ File … Don’t Pile!

____ Volunteer Management

____ How to manage without a heavy stick

____ Writing a Resume that highlights your volunteer work

____ Simplify-Organize-Succeed!

How would you like to see these items addressed? (Check all that apply)

____ Program at __General meeting __Board meeting __Committee meeting

____ Program held on separate night __ Club members only __ Open to public

____ Newsletter

____ Handouts

____ Other – Please specify

Please list members in our club who you think have great leadership skills to be interviewed for newsletter articles.

1. _______________________________

2. _______________________________

3. _______________________________

4. _______________________________

5. _______________________________

CJW LEADERSHP PARLIAMENTARIAN JOB DESCRIPTION

GOAL: To provide the CJW Board and clubs with guidance for Leadership issues, Bylaws and Standing Rules.

Job Responsibilities:

1. To review CJW Bylaws & Standing Rules and propose revisions as needed.

2. To make sure the CJW Executive Committee and Board of Directors follow Roberts Rules

and the CJW Bylaws & Standing Rules at all times.

3. To instruct the membership of voting procedures whenever a vote is taken.

4. To provide ballots for voting issues at CJW Board Meetings.

5. Review the Bylaws & Standing Rules of all CJW clubs.

6. To advise clubs as requested on matters of Bylaws, Standing Rules and Leadership.

7. Submit monthly newsletter articles for the CJW Junior Bulletin.

8. Prepare an email handout for CJW Conferences & statewide meetings.

9. Organize a workshop to be given at a statewide meeting as directed by the director. This workshop can contain project ideas, discussion of club projects, hands-on training or review of past successes. This workshop should include a handout of workshop contents.

10. Refer to RESPONSIBILITIES OF THE CJW BOARD OF DIRECTORS in the General information section for more information.

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