October 25th

AGENDA

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

5. VP Position within the ASM

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