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Communication Styles

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LDRC Leadership Presentation
PAEA FORUM
OCTOBER 2013
MEMPHIS
Welcome
 Purpose of workshop
 Preparation for leadership role within PAEA
 Communication and collaboration with other
volunteer organizations and institutions
Organizational Leadership
 Board of Directors
 Council Chairs
 Councils, Committees and Subcommittees
 Membership Role
 Staff/Advisor Roles
Role of the Board
 Constituents of the Board
 Relationship between Board and PAEA
Administration
 Relationship between Board and Chairs of Councils
 Relationship between Board and Councils
 Relationship between Board and PAEA Membership
Board Service
 Bylaws
 Policies and Procedures
 Fiduciary Responsibility
Board Service
 Relevant PAEA Bylaws

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Article 4.01 - Board Authority
Article 4.03 - Board Composition
Article 4.04 – Election
Article 4.05 – Terms
Articles 4.06 – 4.10 Duties
Board Service
 Policies and Procedures Manual

Section III
Authority
 Eligibility
 General Expectations

Board Service
 Authority

“Authority for all PAEA affairs shall rest with the board of
directors. The board implements policy and conducts the
business of PAEA.”
Board Service
 Eligibility

Program Representative
Board Service
 General Expectations

Attendance
Regular conference calls
 In-person meetings (~4/year)
 Volunteer position

Board Service
 Fiduciary Responsibility

Responsibilities include carrying forth the mission of the
organization and ensuring that resources are used for the
intended beneficiaries.1
1. Holland TP (2002). Board accountability: Lessons from the field.
Nonprofit Management and Leadership, 12(4):409-428.
Qualities/Communication Skills
 Good listening skills
 Asks the right questions
 Comfortable going against the grain
 Appreciates diverse perspectives
Training
 Previous council/committee/liaison experience
 BOD orientation
 Communication training
 Budget
Time Commitment
 4 quarterly in-person BOD meetings
 Monthly BOD conference calls
 Council service
 Usually serves on 1-2 councils
 In-person meeting and conference calls
Leadership Styles
 Power versus Authority
 Power versus Influence
 Characteristics of proven leaders
 Bringing your own “style” to the leadership role


Nice to have a variety of styles since leaders are working with
diversity of members
Own manner of leading is what makes you unique
Characteristics of Leaders
 Need to accomplish the goals for the organization and
areas of influence
 Team-building is essential, regardless of the role that is
being held




Find ways to engage membership, councils
Look for goals that are going to unite the members rather than
divide
Consensus is more important than unanimity
Diplomacy always a good idea
Leadership and Responsibilities
 Held accountable for the charge for that position
 Can get more done when group is involved and this will
have more chance for implementation for the group as a
whole

Cannot dictate but can lead to cooperative efforts
 Leader needs to be clear with expectations and roles for
the members


Agendas should be made after getting input from the members
Deadlines should be honored unless there are unexpected
circumstances
Newly Appointed Leaders
 May take some time to become comfortable in this
role and may need to grow into this role.



Leadership positions within an institution help to prepare the
leader for other roles, but an adjustment period is often
needed due to differences in leadership roles.
PAEA staff advisor is extremely valuable as a resource since
he/she have probably been the support person for the
leadership for some time.
Keep the advisor informed of difficulties that you are facing.
They may have seen this before and can lend sage advice.
Different Leadership Needs
 Leadership positions may prove to be a greater
challenge since these roles are more global



May have to be persuasive with getting the project done
May need a much more reflective style of leadership —
especially important when organization is going through
transition
May just need their leader to keep them on track for
accomplishing goals
Leadership Traits
 Ability to accomplish the assigned tasks/charges

Does not matter how well you performed if unable to complete
the charge

Variety of effective ways to lead in order to become successful
 Time availability

Effectiveness as a leader is important, but you will also need to
have enough time in order to do the groundwork and planning
details for these assignments

Organization of meeting times, agenda setting, conference calls,
interviewing prospects, budgeting, and writing necessary reports
 Interest/passion/enthusiasm for this type of service
Underlying Reasons for Seeking These
Leadership Positions
 Do you truly want to “give back to others/the profession?”
 Do you want to develop new skill sets as part of your




professional development?
Are you applying at the urging of your home program’s
leadership?
Do you want to improve PAEA as an organization?
Do you see yourself being able to make contributions on a
national level?
Are you doing this because you are up for promotion/ tenure
and this service will enhance your application? (hidden
agenda)
Successful Chairs and Leaders
 “I suppose leadership at one time meant muscles; but today it
means getting along with people.”
Mahatma Gandhi
 Albert Schweitzer: Example is leadership.
 Ralph Nader (consumer activist) said that the duty of
leadership is to produce more leaders than followers.


The best chairs are, therefore, the ones who allow their council
members to really contribute, gain confidence, and then become
leaders within their own or this organization.
“Leadership is unlocking people’s potential to become better.”
Bill Bradley, Princeton University, Rhodes Scholar, NBA All-Star, and
U.S. Senator from New Jersey
Leadership Essentials
 Time, effort, and sincerity are needed to be an effective
leader.

If not, the chair would just be a regular worker holding a
position of leadership.
 Need to reflect on the composition of the council and match
members’ traits to the work of the council.


Need to be able to agree on what direction the council needs to
take in order to accomplish these tasks.
Need to persuade members to prioritize the work – sometimes
this is difficult given the demands that each member is facing.
Effective Leadership
 Set the tone/direction for completing the assigned
tasks




Develop short-term and long-term goals and perform
assessment along the way to assess for progress
Become the visionary to lead people toward greater success
rather than just maintaining status quo
Have staff people from PAEA who provide administrative
support for completing these tasks
Motivate, inspire, and persuade others in order to move others
to action
Four Basic Communication Styles
I think of myself as more…
Cooperative
Competitive
Submissive
Authoritative
Hesitant
Decisive
Patient
Hurried
Passive
Influential
Supportive
Demanding
Restrained
Assertive
Shy
Cautious
Compromising
Bold
Risk Taking
Insistent
Four Basic Communication Styles
 Sociability Continuum
High Sociability
Low Sociability
Four Basic Communication Styles
I think of myself as more…
Serious
Lighthearted
Introverted
Extroverted
Methodical
Unstructured
Formal
Reserved
Casual
Provocative
Restrained
Impulsive
Cautious
Carefree
Guarded
Open
Aloof
Calculating
Friendly
Spontaneous
High Sociability
Low Dominance
High Dominance
Low Sociability
High Sociability
Emotive Style
Low Dominance
High Dominance
Low Sociability
Emotive Style
On Good Days…
On Bad Days…
 Spontaneous
 Highly emotional
 Extroverted
opinions
 Offensively outspoken
 Unwilling to listen
 Exaggerated gestures
and expressions
 Persuasive
High Sociability
Low Dominance
High Dominance
Director Style
Low Sociability
Director Style
On Good Days…
On Bad Days…
 Serious
 Determined to be ‘on
 Strongly opinionated
top’
 Will not admit mistake
 Cold and unfeeling
 ‘Always’ and ‘Never’
 Projected indifference
High Sociability
Low Dominance
High Dominance
Reflective Style
Low Sociability
Reflective Style
On Good Days…
On Bad Days…
 Disciplined and
 Indecisive
deliberate
 Preoccupied
 Orderly
 Lost in the details
 Stiff
 Perfectionistic
High Sociability
Supportive Style
Low Dominance
High Dominance
Low Sociability
Supportive
On Good Days…
On Bad Days…
 Active listener
 Agrees with everyone
 Friendly persuasion
 Seeks reassurance
 Thoughtful
 Refuses to take a stand
 Apologetic
Understanding Other’s Styles
Working with Emotive
Style
Working with Director
Style
 Relationship that is
 Be specific and to the
both social and
business
 Be interested in their
ideas and experiences
 Don’t dwell too long on
detail
 Faster pace will work
well
point
 Present facts in a logical
order and be ready with
supporting detail if
needed
 Faster pace will work
well
 Short messages (oral or
written) work well
Understanding Other’s Styles
Working with Reflective
Style
Working with Supportive
Style
 Be organized in your
 Show sincere interest
approach
 Straightforward
approach – minimize
small talk
 Be accurate with
language when
presenting information
 Messages should be
precise – avoid being
vague
in the person
 Give your personal
views and goals
 Listen and be
responsive – not pushy
 Prioritize the building
the relationship and
communicating
Stages of Leadership
 Can be part of orderly progression
 Subcommittee to committee member to chair to director at
large/secretary/treasurer to president elect
 Can rapidly progress in the ranks based upon
personal goals and track record as a leader

Some PAEA service is needed for Board positions as a
preparation for this expanded role
Summary
 There is no ‘most successful’ style for leadership
 Remember, these are continuums – so try to avoid
labeling
 As a leader, you can develop different styles to use
appropriately

Don’t lose your sense of self, because that is what makes you
unique
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