Fall 2006 - October 25.doc
- Updates
- Calendar
- Faculty Update – Building the Student Experience
- Meeting Schedule for the Quarter
- ASM Leadership Position
- VP Position in the ASM
- 1st Year Participation
- Student Oath of Principles
- Upcoming Topics for ASM meetings
- Agenda Items for Next Time
- Tool Time: why you stink at delegation
1. Updates – here from everyone.
a. Good. Fine. Great. Etc.
b. Danielle has been meeting with Kathy K.
2. Calendaring
Discuss Key Dates for ASM Board Members.
October
10/27 – 10/29 – Net Impact Conference
10/28 – C4C Walk for Gold
November
11/2 – Halloween Party at the Villa
11/6 – Pre-election Social event, 6-9pm
11/8 – Prospective Student Event
11/9 – ASM Speeches and Elections – 10:30
11/9 – 1st Year v. 2nd Year football game 3-4:30
11/9 – Post Election Celebration – 5pm -??
11/9 – Alumni Social 7-9 in Sac
11/9 – Marketing Panel?
11/16 – Faculty Spotlight Event: Professor Elsbach
11/27 – Net Impact Green Bag
11/29 – Clubs attend the ASM Meeting
December
12/7 – ASM Transition Dinner
12/13 – Winter Celebration
Building the Student Experience – update from Professor Biyalogorsky
a. Enriching the student experience
b. Commuters
c. Deteriation of interaction between students and faculty
d. Want to try and get some of the cohesive student feeling found in the bay area
e. Interaction with surroundings –buildings, facilities, etc.
f. student budget control
g. Student interaction
h. Interaction with faculty
i. Interaction between students and staff
Think about it, and contact Prof. Biyalgorsky. Shall we do Coffee talks again? What kind of resources and services can be fixed? Shadowed by 1st year class.
3. Remaining Meeting Schedule
10/31 – TUESDAY – 7:45am – Room 174
11/7 – TUESDAY – 7:45am – Room 261
11/15 – WEDNESDAY – 12:30pm - Location TBA
11/21 – TUESDAY – 7:45am – Room 174 – New Board
11/29 – WEDNESDAY – 12:45pm – Room 174 – New Board, CLUBS and PIZZA.
12/6 – WEDNESDAY – 12:45pm – Room 174 – New Board
4. ASM Leadership Position Discussion
Tim Keller has come to share his vision of a Director of Leadership Development position for the ASM. The position will require a new Director to be accountable to set up feedback and debriefs for GSM leaders/students so that these individuals could better develop their leadership skills. His model uses the learning cycle which relies on feedback after a leadership opportunity/event so that learning can take place while the experience is fresh. (His model is more sophisticated than this summary.) Key considerations are: implementation, skill level, manpower to accommodate another board position, role within the ASM, desire of students, alternative considerations, etc.
Club vs. ASM position
Danielle’s position was newly created last year. Looking forward, what is the best way to utilize this position. Keep in mind that we will be looking at and possible tweaking the duties of all the ASM positions. The VP position is very important as a liason with clubs, career services, and student affairs. Based on Danielle’s experience, we’ll discuss what works best or could work better.
6. 1st Year Participation
Heather O’Leary-Garland spearheaded this conversation based on concerns that 1st Years are a bit busy and may misunderstand the commitment and lifestyle requirements of the full-time program. The goal of this conversation is to find ways to foster 1st Year leadership, commitment, and build the GSM community. Any other goals? (Let’s not discuss the goals too much, but focus on the our doughty and honorable 1st Year class.)
7. Student Oath Idea
Does the ASM support the idea of a public student oath? (If so, we’ll move on to the next steps for it.)
8. Upcoming Topics for ASM meetings
9. Agenda Items for Next Time
Position Descriptions and Edits
Revisit Funding Models
10. Tool Time Theme – Why you stink at Delegating
Imagine that you have a great team a team where you communicate so well, that everyone operates together and understands what needs to get done, by when, with excellence. Imagine how much you could accomplish if you could truly rely on your team.
Delegation is an ultra-powerful leadership and management tool. Often, delegation is confused with “bossing around” and is rarely seen as a leadership skill but more of an action that results for authority. This misunderstanding of delegation is very costly to organizations because it obscures the efficiency and importance of delegation. Importantly, there are 3 main reasons that managers and leaders stink at delegation. Feel free to call them the “Three Pillars of Horrible Delegation.”
1. Poor Communication. Many delegators don’t take the small amount of time to perfect their communication and share a vision with their delegates. The devil is in the details too, so delegators must time their communication to be appropriate, not overwhelming, and completely understood by the delegates.
2. Trust issues (or distrust issues, more likely). Most people have the ability to do tasks and work on projects. Often, however, they don’t know the bigger picture as well as the boss. This lack of communication from their boss sets the delegates up to deliver a product or service that does not fit with the delegators idea. Based on this type of experience, a delegator will (wrongly) learn not to trust others, instead of learning to take responsibility for his or hers poor communication.
3. A Failure to connect the vision with the tasks at hand. Leaders and managers must be able to share the larger vision and bridge the tasks at hand to building that vision. “Vision without task is delusion, and task with out vision is drudgery.” (no source.) Without vision, delegates may feel like unappreciated and bored. Meanwhile, managers feel awful because they’re imposing mundane tasks on their (complaining and miserable) employees! Also, if possible, give the entire project to an employee instead of just a part of it!
Why you stink at delegation most likely stems from a combination of these three reasons. Which one of these “three pillars of horrible delegation” speaks to you? (Actually pick one to use for the following exercise.)
Considering that Pillar, what opportunities in the past have been made MUCH more difficult because that pillar stunted your ability to delegate? (Think of a specific example where you didn’t’ delegate because of that pillar.)
Continue to look at that example, but imagine that you were no longer committing the mistake of that pillar. Actually imagine how the scene could have gone differently. What could it have been like?
Because you’re reading this, chances are you find yourself in leadership roles and know that delegation could be an effective way to handle your workload and deliver results and accomplishments. Given your leadership roles, find a current situation where you are failing to delegate based on one of the pillars. In that area, try to start anew so that you can consider trusting your team. Use the following format to plan your delegation:
What is the goal you want?
What is the bigger picture?
What needs to get done?
How could you communicate that information?
To whom?
(Who am I forgetting?)
How much info does he or she need in order to get started?
By when will they need more information?
What will be next?
If you don’t entirely know what to do, an easy practice is to communicate that “I don’t entirely know what to do so make sure that we touch base when you’ve accomplished such and such. At that point, we’ll figure out what is next.
Delegation really helps the world be more efficient and can absolutely help your leadership and your organization to prosper. Delegation is NOT “being the boss”, but is a skillful technique of communication! Being an excellent delegator takes some practice and the discipline to pause, if only for a second, to answer the questions listed above! Doing this nitty gritty work builds a leaders appreciation for the complexity of communication and a desire to get it right. Especially because you’ve had a failed or bad experience delegating can you now focus on the impeccable communication required for delegating. Now you can see how those small steps backward open up room for major leaps forward.
Excerpted from humanresourcesabout.com
http://humanresources.about.com/cs/manageperformance/a/delegation.htm
On-going ASM goals:
§ Coordinate high quality operations
§ Leadership – bring well crafted ideas into sustainable actions
§ Proactively support students and student groups to succeed and thrive, aka the inverted umbrella phenomenon
§ Prepare for smooth transitions
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