Chapter Tool Kit Developed by
The Southern Area Organizational Effectiveness Team 2014
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Dear Sister Links,
The two fundamental pillars of The Links, Incorporated are Service and Friendship. Just as our communities are transformed by our programs, we too should be transformed by the experience of true friendship that we have in The Links, Incorporated. When Link Eneid Francis, our 18th Southern Area Director took office, she made strategically enhancing the chapter experience one of her top priorities. Your Southern Area Organizational Effectiveness Team is the result of that effort. The Southern Area Organizational Effectiveness Team (OET) serves as a resource and provides support to chapters in their efforts to cultivate friendships and maintain a positive climate in the chapter. OET members assist chapters through training and workshops, retreat facilitation, and coaching. We applaud the Link sisters who have stepped forward to serve as their chapterâ€™s Organizational Effectiveness Chair. They work in tandem with our service mission of transformational programming and facilitating meaningful and effective friendship cultures throughout chapters in the Southern Area. It is our hope that this tool kit, compiled by your OET, will be a valuable resource as we strive to remain linked in friendship and connected in service. Feel free to contact team members for assistance or with your questions about tools in this tool kit. We also welcome your suggestions and additions to this resource.
Link Faye Hargrove, Chair Southern Area Organizational Effectiveness Team
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2014-2015 Southern Area Organizational Effectiveness Team Faye Hargrove, Augusta (GA)
Margaret Z. Beard, Magic City (AL)
Elaine Beattie, Asheville (NC)
Cathy Bradford, Birmingham (AL)
Vicki Brooks, Orlando (FL)
Jillian Davis-Morgan, Greensboro (NC) firstname.lastname@example.org Angelia J. Fryer, Charlotte (NC) Vivian Green, Pensacola (FL)
Abra Lattany-Reed, Brunswick (GA)
Monique McCarthy, Jacksonville (FL)
Earnestine Taylor, Greensboro (NC)
Katrina Young, Crown Jewels (NC)
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Organizational Effectiveness Mission The mission of Organizational Effectiveness is to provide support and resources that foster positive cultures and strengthen the bonds of friendship in Chapters in the Southern Area of the Links, Incorporated.
Vision Southern Area Chapters of the Links, Incorporated are careful stewards of the two pillars of The Links Incorporated—friendship and service. Chapter members are engaged and feel equipped to effectively maintain both the operational and interpersonal aspects of a healthy chapter.
The Organizational Effectiveness Team Description The Southern Area Organizational Effectiveness Team (OET) serves as a resource and provides support to chapters in their efforts to cultivate friendships and maintain a positive climate in the chapter. OET members assist chapters through training and workshops, retreat facilitation, and coaching.
Chapter Organizational Effectiveness Chair Position Description Guidelines The Chair of Organizational Effectiveness (OE) monitors the Chapter’s climate and makes recommendations to the Executive Committee for programming, activities and actions that maintain a positive and friendly chapter culture. The OE Chair is sensitive to interpersonal relationships in the Chapter and identifies issues of conflict/tension. She works closely with the Social committee to ensure that friendship activities are an integral part of chapter programming and with the strategic planning committee to help identify measurable outcomes for chapter climate. The OE Chair also works closely with the VP for Membership to ensure the smooth transition and on-boarding of new members into the chapter. The OE Chair may provide support for the Chapter’s
mentoring program. It is recommended that the Chapter Chair of Organizational Effectiveness be a member of the Chapter Executive Committee. Page 3 of 36 | S o u t h e r n A r e a O r g a n i z a t i o n a l E f f e c t i v e n e s s T o o l K i t
Table of Contents Topic
1 Mentoring Program
2 On-Board New and Transfer Members Roadmap
3 Chapter Retreat Basics
4 Handling Conflict
5 Best Practices for Building Friendships
6 How to Create a Survey
7 Chapter Climate Survey
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GUIDE FOR ESTABLISHING MENTORS FOR NEW MEMBER INDUCTEES The purpose of the Link Mentee-Mentor relationship is to establish and promote the sisterly relationship from the onset of membership and to help guide our newest members into Linkdom. Below is a suggested checklist of activities to complete within the first three to six months of membership. We believe that the most successful relationships are established when mentors are assigned during the inductees’ orientation process. This formal relationship is to be a one year commitment that hopefully shifts into a loving friendship for years to come. Considerations for choosing a right mentor: Be a chapter member for at least 2 years Be an active member of a facet and committee Possess a friendly and outgoing nature Have a solid knowledge base about Linkdom Display a teaching and cooperative spirit Have available time for the mentee Belong to a contrasting age group Have a common interest or bond (i.e. mothers/professional affiliations, community affiliations)
We recommend that there be several facilitated ice breaker activities and opportunities for the members and inductees to interact during the orientation sessions. This makes the pairing more natural. Mentors usually make themselves available. Special consideration may be given if a member asks for a particular inductee. We recommend that the mentor not be the inductee’s sponsor. We recommend that the pairing be initiated by the VP of Membership. She may consult with the OE Chair and President before finalizing the pairings. We recommend training be conducted for mentors to ensure a consistent experience for new members.
MENTOR RESPONSIBILITIES CHECKLIST The mentor acquires background information on the mentee (bio, press release, membership application) from the sponsor or VP of Membership. The mentor and mentee will exchange contact information. The mentor may consider presenting the mentee with a gift at induction. The mentor contacts the mentee and plans a time within 30 days of induction to have a meal together for the purpose of bonding and building friendship. The mentor sets up a second meeting time to discuss and review chapter responsibilities and general chapter information ( June –July ).Topics of discussion may include: Page 5 of 36 | S o u t h e r n A r e a O r g a n i z a t i o n a l E f f e c t i v e n e s s T o o l K i t
chapter by-laws facet and standing committee assignment hostess responsibilities chapter financial assessments Links Incorporated conferences
The pair intentionally plans activities for fellowship, support and Linkdom education . The mentor initiates and maintains regular connection by phone, email, text, twitter, and Facebook outside chapter meetings. The mentor plans to meet quarterly during the first year, engaging in friendship and relational activities such celebrations (i.e. birthdays, promotions etc). The mentor initiates a get-together for the connecting and/or heir-o-links in conjunction with the social committee. The mentor and mentee may make plans to attend Link meetings together(area, leadership, national assembly).
We recommend that the chapter hold a mentor/mentee “check in” meeting to make sure the program is working as intended within 90 days of induction. This meeting can be conducted by conference call.
MENTEE RESPONSIBILITIES CHECKLIST The mentee has a responsibility to learn all she can about her mentor, the chapter history and Linkdom in general. The mentee is encouraged to: Respond to the efforts of the mentor. Pursue and inquire about what she does not understand. Do her best to learn the history of the chapter. Engage former members individually to foster friendship. Attend all meetings, friendship activities, and events. Ask for help. Remain flexible. Listen actively and show respect to the mentor. Demonstrate patience. Participate with positive attitude. Works as a team player. Keep the door open for advice in a future. For assistance using this tool please contact Link Elaine Beattie email@example.com
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ROADMAP FOR ON-BOARDING NEW AND TRANSFER MEMBERS This tool is a roadmap for Chapter Organizational Effectiveness Chairs and is designed to build chapter engagement and cultivate friendship with Sister Links in the Chapter. Our goal is fully acculturate new members and transferring members into the positive culture of a Chapter. Building the Foundation - occurs prior to the induction
Partner with the Membership committee (pre-engagement) Be knowledgeable of the Links Membership orientation process and activities. Establish a notification process to assure that information about new and transfer members is received and communicated in a timely fashion with the entire Chapter membership.
Tip: This will require coordination and communication with the VP of membership and or membership committee. Pre-Engagement – occurs throughout the orientation process
Create and utilize bonding activities designed to foster friendship and strengthen relationships (i.e. Candy game ice breaker) Be sensitive to ways to help new and transfer members fit into the informal, as well as formal networks and information channels of the local chapter. Example would be intergenerational dynamics and methods of communication. Assess the new and transfer member’s need for history, context, how-to information, procedures, etc. and provide that information to help acclimate into the local chapter. For example, we asked our Chapter Archives committee to construct museum style/exhibits to showcase the history and accomplishments of the Chapter. This will build excitement and create a sense of impact for new and transfer members, and re-engage current members as well.
Tip: Utilize the Service Project to plant the seed regarding the second pillar of Linkdom – Friendship
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On-Boarding - occurs after induction
Share Chapter event calendar and resources. Coordinate with mentors assigned to new and transfer members to ensure that they are welcomed and ready to participate. Provide guidance and resources to assigned mentors on how to build excitement and create a sense of impact for the new and transfer members.
Tip: This will require working in tandem with the mentoring process Teambuilding and Integration – continuous effort Organizational Effectiveness Chair will facilitate:
Communicates regularly with new and transfer members to ensure that they are engaged and excited about Linkdom. Reinforce the importance of friendship, civility and our shared sense of service. Suggest and or coordinate opportunities for new and transfer members to be utilized. The Service Project is an opportunity for inductees to present their skills. Communicate the new and transfer member value to chapter accomplishment. Encourage new and transfer members to provide insight into how to make the chapter more effective and efficient. Recommend an evaluation/feedback process. Encourage Own your experience – be available and be willing!
Tip: Utilize the OE Tool Kit; best practices for building friendship and bonding activity ideas For assistance using this tool please contact Link Abra Lattany-Reed AbraLattanyReed@bellsouth.net
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RETREAT BASICS Welcome to the Southern Area Chapter Retreat Handbook! The Organizational Effectiveness Team is excited that your Chapter will embark on the important journey of facilitating a retreat designed to promote vision, sustain programming and foster invaluable friendships. This tool is designed to guide each chapter thru the process of creating the most effective retreat for your membership. It is divided into sections that address purpose, location, facilitating and evaluation. WHY SHOULD YOU HAVE A RETREAT? Before you begin planning your retreat there are many questions and considerations to discuss that will assist in accomplishing the goals developed for your chapters retreat. What is a retreat? A retreat is a meeting that is designed and organized to facilitate the ability of your chapter to step away from the traditional business, committee and programming setting for an extended period of concentrated discussion, dialogue and strategic thinking about the chapter’s future and/or specific issues. Why hold a retreat? There are many reasons for planning a chapter retreat. Some common uses for retreats are: Yearly Program Planning Chapter Team Building Strategic Planning Problem solving Discussion of specific issues or challenges Friendship building Orientation of new members When should a retreat be held? Timing will provide the best outcome to see the work of the retreat in action. At the beginning of the programing year? At the end of the programing year Before or after new officers transition After new member intake Where should the retreat be held? It is very important to consider the flexibility of your membership to best reach the majority of members, thus assuring high attendance. Local venue – conference room setting Local venue – outdoor activities available Out of town experience
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How long should the retreat be? Several hours Half day Whole day Entire weekend Who should outline the goals and logistics for the retreat? The appointed retreat committee The Executive Board The Chapter President The Organizational Effectiveness and Program Chairs. Who should participate? Chapter membership only Resource persons Workshop presenters Alumnae members Who should facilitate the retreat? Chapter members/officers who feel comfortable doing so and are qualified to lead a group. Area/National officers or committee members willing to lend their expertise. Organizational Effectiveness Chairs/Program Chairs outside of host chapter. Resource persons (if applicable) What are your intended outcomes for the retreat? To set organizational goals To provide information and/or workshop sessions to help improve the skills and knowledge of the Links Incorporated to chapter members. To motivate members for the upcoming program year. To evaluate the progress of long and short term goals and objectives. To introduce new members to each other and the organization. To increase morale and strengthen the team building aspect of the chapter. To resolve conflicts To get away and have fun! PLANNING YOUR RETREAT: A STEP-BY-STEP PROCESS It is important to consider the planning process of your retreat. Early planning is the key to avoid minor mistakes and time to create an excellent retreat.
Determine the goals you wish to accomplish along with hopeful outcomes. Decide how long your retreat will be. With your members input, determine when and where your retreat will be. Make reservations at the designated location and inform members early of the date, location and time to ensure full participation. Create a budget for the retreat.
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Agendas are important as they keep everyone on track for the entirety of the retreat. Printed times for each activity is optional. Contact any presenters and others speakers you wish to participate. Choose and plan specific activities. Secure all needed supplies and AV equipment needed. Arrange any food and accommodation arrangements depending on the length of stay. Once all arrangements are finalized, provide each member with all details highlighting any specifics. One week prior to your retreat, confirm an RSVP count of all participants. Create an evaluation form for members to complete once the retreat is over. This is vital information for future retreats.
Post-Retreat Tasks Finalize all financial obligations Compile Evaluations Send thank you notes Post retreat committee meeting to reflect on items that were discussed in preparation for a final business meeting report and for future retreat planning. Don’t be afraid to grade yourself.
WHAT TO DO AT YOUR RETREAT Introductions Providing a comfortable environment sets the tone for a retreat that is fun, and full of enthusiasm. Reintroducing ourselves thru icebreakers provide opportunities to learn new things about one another. Provide Opening Remarks The committee, president or facilitator should provide opening remarks regarding the retreat. This should include the goals and purpose of the retreat, benefits, the agenda, ground rules, expectations and logistics. Agenda Important attention should be given to the agenda. Each agenda should allow flexibility if needed on any given item however managing time strengthens the success of reaching your goals. A strong facilitator should be mindful of the clock and not hesitate to keep the retreat moving remembering however the art of flexibility as extra discussion may be needed from time to time. “Together we reach beyond our expectations” Team building is essential in any group effort. Activities to strengthen this will provide a strong foundation for your chapter. This reinforces your “friendship” bond and ultimately provides the best tools for programming. Informational Sessions If your retreat has decided to include workshops or informational sessions it is important that members are in agreement with the topics being discussed. Remember this is time that we have taken to show extra attention to a given area of interest/concern.
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Note Taker A designate note taker for each session and activity will provide important information as you capture the discussions and ideas throughout the retreat. This will be helpful to provide to members unable to attend and information to help Facets plan for future programing. Reflection As a conclusion to the retreat, you would want to have some form of reflection with the whole group to allow feedback of all the activities. This can be done in many ways, small group discussions, filling out surveys, individual speaking or other ways that best fit your Chapter. Clean up â€“ Your First Team Building Task Now that everyone is renewed and bonded the cleanup aspect should involve every attendee. Find a fun game so not to belabor the process and laugh your way through it!
For assistance using this tool please contact Link Cathy Bradford at firstname.lastname@example.org or Link Margaret Z. Alexander at email@example.com.
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HANDLING CONFLICT IN THE CHAPTER Conflict is a natural by-product of intelligent creative women working together. The critical issue is how we handle conflict. Most conflicts can be handled with a carefully executed crucial conversation. A crucial conversation is a discussion between two or more people where stakes are high, opinions vary and emotions run strong. The suggestions below are adapted from the book, Crucial Conversations by Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler. If care is taken to design the crucial conversation with attention given to the elements below, the Chapter has a greater likelihood of achieving a win-win outcome. Please note, however, not all conversations will end with the desired result and the Chapter may be forced to escalate action beyond a conversation. 1. Get focused with a heart check. Skilled people begin high-risk discussions with the right motives, they know what they want and they stay focused. Clearly define the issue and ask yourself these questions: a. What do I really want for myself? b. What do I really want for our Chapter? c. What do I really want for the relationship with my Link sister? d. How would I behave if I really wanted these results? 2. Decide on the players. a. Who needs to lead the conversation? b. Who needs to be present? c. Does the situation require Executive Board action? 3. Craft your strategy for entering into dialogue. Dialogue is a process for getting all relevant
meaning into a shared pool. This means hearing all sides and creating an environment where everyone feels safe to express their opinions and tell their stories. Decide if you need to role play and rehearse before beginning the actual conversation and use four powerful listening tools that can help make it safe for other people to speak frankly. These four skills are called power listening tools because they are best remembered with the acronym AMPP — Ask, Mirror, Paraphrase and Prime. a. Ask to get things rolling. Start by simply expressing interest in the other person’s views. Ask, “how do you see this situation?” b. Mirror to confirm feelings. Increase safety by respectfully acknowledging the emotions people appear to be feeling. c. Paraphrase to acknowledge the story. As others begin to share part of their story, restate what you’ve heard to show not just that you understand, but also that it’s safe for them to share what they’re thinking. d. Prime when you’re getting nowhere. If others continue to hold back, prime. Take your best guess at what they may be thinking and feeling. As an example, say something like, “I guess you must be pretty anger about…”
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4. STATE your path. STATE is an acronym for tools that help you explain the situation as you see it and to open the door for others to share their perspective. a. Share your facts. Start with the least controversial, most persuasive elements of the situation. This is not the place for opinions. Just the facts as you see them. b. Tell your story. As a result of observing or experiencing the facts as stated above, explain what you’re beginning to conclude, how you feel or the impact on others in the Chapter. c. Ask to learn the other person’s perspective. Encourage others to share both their facts and their conclusions. d. Talk tentatively. State your story as your perspective. — don’t disguise it as a fact. Don’t use an accusatory tone. e. Encourage testing. Make it safe for others to express differing or even opposing views. Start with an attitude of curiosity and patience. This helps restore safety. 5. Make It Safe. When people feel attacked they move to silence or violence. To rebuild mutual respect and mutual purpose use Contrasting during the conversation. Contrasting is a don’t/do statement that addresses others’ concerns that you don’t respect them or that you have a malicious purpose (the don’t part) and confirms your respect or clarifies your real purpose (the do part). Example: “I don’t mean to sound condescending. However, I do feel the need to make sure we all understand the specific facts of this situation.” 6. Learn to Look. As people begin to feel unsafe in a conversation, they start down one of two unhealthy paths. They move either to silence (shutting down and withholding meaning from the pool) or to violence (getting defensive and trying to force meaning in the pool). a. Learn to watch for the conversation falling into either silence or violence. b. Address the specific behavior not the person. c. Remind everyone of the purpose of the conversation and maintain their self-esteem 7. Move to Action. Reach a conclusion about what will be different and convert the ideas into specific actions. Be specific about what needs to change and the next steps to be taken. Use deadlines, if appropriate and assign accountability.
For assistance using this tool please contact Link Faye Hargrove at firstname.lastname@example.org.
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BEST PRACTICES FOR BUILDING FRIENDSHIPS IN THE CHAPTER
Allow time for socializing prior to starting the chapter meeting. Planning the meeting agenda to have a few minutes for Link sisters to greet each other contributes to a warm and congenial environment.
Provide time for Link sisters to announce personal good news. It’s a good practice to allow the announcements of personal news: new grandbabies, graduations, weddings, etc. It helps to know that others care about your good news.
Publish and Distribute Chapter Newsletter. The Chapter Newsletter should have pertinent information about the business of the chapter. A newsletter promotes transparency which helps to permeate a positive feeling tone.
Friendship Activity Each Month. Making Friendship special each month, not just in November, builds friendly relationships. The activities each month could be very short but designed to give opportunities for Link sisters to interact and bond. The activity in November to celebrate Friendship Month could be more involved but have the same goals.
Example Friendship Activity: The Candy Ice Breaker Get a variety of different types of candy Ask everyone to choose 2 or 3 of their from the dish, depending on size of the group Assign each type of candy a particular question Based on the candy they choose, then they have to answer the question associated with that particular candy. 5. The questions can be a variety that you can make up (depending on what you are trying to achieve with the group) 1. 2. 3. 4.
Examples: favorite hobby, dream job, dream vacation, most memorable or embarrassing moment, favorite dish, favorite television show, achievements, goals, if you could change your name what would it be & why, favorite place to travel Even though this is an introduction game, you can adjust it to help you achieve what you are trying to accomplish with the group.
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Special Activities throughout the year—Member Meet Ups. Scheduling opportunities throughout the year for a small group activity helps to build friendships. Activities such as going to the movies, painting parties, wine sips, etc. held in various parts of the community allow small groups to interact and enjoy each other.
Check- in meetings with new Links. It’s important to help new Links understand the culture of the organization and to develop new friends within the chapter. It helps periodically to check in with the new Links to ascertain how they are doing, answer questions, and provide assistance when needed. These check-in meetings could be planned by the Membership Chair and attended by the new Links, their mentors, Chapter president and chapter officers (periodically).
Spend quality time with new members (members returning to the chapter/transfers into the chapter). New and returning members to the chapter are very appreciative to spend some quality time with the President and/or Membership Chair to be updated with the Chapter news. This could be done over lunch or early dinner at a restaurant or a small gathering in a home. The new members would feel better having some idea about how the chapter has changed or understanding how the chapter differs from their former chapter. This is also a great time for them to choose their facets and committees to serve on for community service. A positive climate is established and that helps to build friendship.
Use the Links Incorporated Service Delivery Model to define Friendship in the context of your Chapter (6 elements: Situation, Inputs, Outputs, Outcomes, External Factors, Assumptions) Include Friendship in your Chapter’s Strategic Plan. Recognize and reward Friendship efforts and immediately address situations that threaten Friendship in the Chapter. Do a Friendship check-up. Ask yourselves, “How are we doing as a Chapter? Are we friends?” Evaluate your status and make the necessary corrections/adjustments. You can do this with the Chapter survey. Be a friend. Each member of the Chapter examines herself with the question “Am I a good friend?” and makes the necessary internal changes so that the answer is “Yes, I am!”
For assistance using this tool please contact Link Angelia J. Fryer email@example.com
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CHAPTER CLIMATE SURVEY Chapter surveys are a useful tool for assessing the perceptions of chapter members. Administer the survey at the beginning of the program year and again at a later designated time to measure friendship outcomes. A Chapter survey can be beneficial by identifying immediate needs but also in planning for the future needs by gauging members opinions.
HOW TO CREATE A SURVEY USING SURVEY MONKEY Developed by the Southern Area Organizational Effectiveness Team
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CREATE SURVEY 1. Select “Create a New Survey From Scratch” 2. Enter a Title for the Survey 3. Click Create Survey Button 4. To change the look of your survey,
select a theme 5. Click on “Add Questions Here” Button 6. Continue to add questions by clicking the “Add Questions Here” Button
CREATE NEW SURVEY SELECT CREATE NEW SURVEY
TYPE IN SURVEY TITLE
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GETTING STARTED 1.
Create Account Log-on to Survey Monkey at http://www.surveymonkey.com Type in the login information Username – Password – Click Log In Now Click on “Create Survey” Tab.
SELECT THEME COLOR
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SURVEY FORMAT 1. Choose a Display Format 2. Type the Question Text 3. Type the Answer Choices 4. Click Check Spelling to review the spelling
of the answer 5. Click Save Changes
TYPE OF QUESTIONS Choose a Question Type from the drop down list A. Essay B. Matrix C. Multiple-choice D. One Answer 2. Select the question type by clicking on it 3. To create a scale question use the Matrix of choices (One Answer Per Row)â€? option: 4. Type the answer options in the box below. One choice 1.
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SELECT TYPE OTYPE OF QUESTION SELECT TYPE OF QUESTION TYPE ANSWER CHOICES ONE PER LINE
EDITING A SURVEY Survey questions can be moved, edited or deleted by selecting the appropriate button: A. Copy B. Delete C. Edit Question D. Move
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ADD OR EDIT QUESTION SELECT ADD OR EDIT QUESTION
COLLECT RESPONSES Responses can be collected in three ways A. Create a link to send in an email message or to place on a website B. Upload emails and send the survey invitation via survey monkey C. Create a popup invitation for website.
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Once Survey is complete and deadline has passed, the next step is to Analyze the date that has been collected.
1. 2. 3. 4.
ANALYZE RESPONSES Click on the “Analyze Results” tab to see survey results To view open ended questions click on the “View” button Click view all pages to seen all entire survey Without paying for an upgraded package the only option available is to view results. In order to print or download data the upgrade package
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COLLECTING RESPONSES BY WEB LINK
WEBLINK WILL AUTOMATICALLY BE GENERATED
COLLECTING RESPONSE BY EMAIL
SEND TO EMAIL ADDRESSES
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ANALYZING DATA SELECT ANALYZE RESULTS TAB TO SEE AUTOMATICALLY GENERATED RESULTS
SURVEY MONKEY PRICING
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Example Chapter Climate Survey Explanation: This an example of a survey that can be used by the chapter. Items can be added or deleted, as necessary. INSTRUCTIONS Your open and honest responses are needed to provide information for decisions affecting your Chapter. Read each statement below and mark the appropriate box. Please be as open and honest as possible. The survey is anonymous. You will not be identified in any way. Only group statistics will be reported. THANK YOU FOR YOUR TIME AND COOPERATION! Please tell us something about yourself. (check all that apply) I am a(n)
How many years have you been a member of this Chapter of The Links, Inc.? (check one)
member. < 1-5
Strongl y disagree
To what extent do you agree or disagree with the following statements about you and/or your Chapter? (Please check the appropriate box)
1. If called upon today, I can explain the history of The Links, Inc. and historical detailed facts about my chapter to new members and to the general public. 2. There is a genuine shared friendship among most members of my Chapter. 3. My input, recommendations, questions, and commentary, is valued at chapter meetings. 4. Our Chapter meetings are free from unprofessional/unfriendly behavior. 5. Interpersonal problems are handled correctly in this Chapter. 6. I feel that the Chapter leadership team will use the information from this survey to improve the Chapter. 7. I trust Chapter leadership to handle complaints, problems, or issues seriously.
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1. I experience a high level of stress in Chapter meetings
Strongl y disagree
2. I feel like a valued member of this Chapter. 3. Our Chapter programs are significantly impacting the community 4. I am treated with dignity and respect by members of our Chapterâ€™s leadership team. 5. I am treated with dignity and respect by other Chapter members. 6. All sister Links receive the same level of respect from leadership in this Chapter. 7. Our newest members are treated as valued members of the Chapter. 8. Alumna members are treated as valued members of the Chapter. 9. I am serving my Chapter in line with my gifts and talent. 10. We give equal focus to friendship and service in our Chapter. 11. We have a good mentoring program for new members. 12. I have an ongoing relationship with my mentor in the Chapter. 13. The current level of morale in this Chapter high. 14. Our leaders effectively deal with conflicts or tension within the Chapter. 15. I have witnessed incidents where a member of the Chapter acted disrespectfully to another sister Link. 16. I have witnessed recent examples of favoritism or discrimination in the Chapter.
17. How would you characterize the morale in the Chapter? 18. What level of conflict/stress are you currently experiencing in your role in this Chapter?
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1. I have held at least one office or chaired at least one committee/facet in my Chapter. 2. I currently serve on at least one committee/facet in our Chapter. 3. In your opinion, what Chapter climate issue does this unit most need to improve?
4. Do you have suggestions you would like to make to improve the Chapter?
5. Do you have any other comments you would like to make regarding your experiences with this Chapter that have not been addressed?
Thank you for taking the time to assist us with this survey. For assistance using this tool please contact Link Katrina Young Kajyoung@aol.com or Link Faye Hargrove firstname.lastname@example.org
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ORGANIZATIONAL EFFECTIVENESS RESOURCES The resources listed below provide a range of sources of inspiration, encouragement, direction, and support to any Link or Link Chapter members seeking spiritual nourishment, wanting mood adjustment, needing to be invigorated, or wishing to be revitalized. The materials shared are samples, however participation and usage of such resources or others help support the goals of Organizational Effectiveness. The Southern Area Organizational Effectiveness Committee welcomes new resource recommendations that may either be one of your favorites or ones you vouch for as successful and quality. We hope you find them rewarding.
BOOKS 1. Crucial Conversations: Tools for Talking When Stakes are High by Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler Crucial Conversations: Tools for Talking When Stakes are High discusses how to handle disagreements and high-stakes communication. It is written on the premise that when you are stuck in any situation–whether it’s at home or work–there is a crucial conversation keeping you from accomplishing the desired results. If you can learn to speak up in these crucial moments effectively, then you can accomplish the results you are after. 2. Get Everyone in Your Boat, Rowing in the Same Direction by Bob Boylan Learning to lead others is the critical skill for today's managers. Every day, you are challenged to lead -- to get others to work at your direction towards your organization's goals. Get Everyone in Your Boat Rowing in the Same Direction offers proven, easily understood, stepby-step instruction in how to get others to follow you. Whether you have to lead, hope to lead, or need to create change in your organization, the advice it offers is invaluable. This book is a short read with a lot of good information on leadership and group dynamics. 3. Daily Reflections For Highly Effective People by Stephen R. Covey. This book has helped millions of readers attain professional success and personal fulfillment. It reveals a pathway for living with fairness, integrity, honesty, and human dignity -principles that give us the security to adapt to change and the wisdom and power to take advantage of the opportunities that change creates. Provides an inspirational recharge that will bring you closer to a holistic sense of personal effectiveness and purpose. 4. BETTER CHOICES: When we know better we do better by Faye Hargrove This program, created by our own sister Link, has been frequently used in Chapter workshops and retreats to help members move past their histories to build lasting and rewarding Page 29 of 36 | Southern Area Organizational Effectiveness Tool Kit
relationships. Each chapter begins with a delightful metaphor that is a discussion between Mable and her granddaughter, Sonja. The book is accompanied by a pair of CD’s that take the reader on a journey of renewal by letting go of the stored negative emotions that we experience as “baggage.” The author then guides you through the process of mind mapping your future and setting SMART goals. Finally, the four-week journal at the end of the book helps you to notice how your fresh perspective is infiltrating your daily activities. www.betterchoicesbook.com. 4. Winning with People by John C. Maxwell Ask the successful CEOs of major corporations, entrepreneurs, top salespeople, and pastors what characteristic is most needed for success in leadership positions, and they'll tell you-it's the ability to work with people. This book helps you attain those skills. 5. Thinking, Fast and Slow – by Daniel Kahneman This author explains in simple prose how our thinking is divided in two systems: one fast and one slow. The fast one consists of the instincts that govern emotions. The slow one is deliberate, self-reflexive and logical, but can easily be distracted and takes a lot of effort. Packed with mind blowing examples and sharp analyses, this book teaches you how to learn to make sound judgments, and use the best of both systems. 6. The Power of Now–by Eckhart Tolle This book has inspired millions of people all over the world to live a more fulfilling and compassionate life, all through the practice of mindfulness. Mindfulness consists of moment to moment non-judgmental awareness. It is a technique that alleviates depression, increases emotional intelligence and develops compassion. 7.Love Yourself Like Your Life Depends On It – by Kamal Ravikant The fundamental ground upon which all true self-improvement is build is called self-love. Because in the end, no matter which way you turn, if you don’t love yourself, you will sabotage yourself . You will think that, for some reason or another, you are not worthy. This is about how you approach yourself every day; this is what you see when you look in the mirror. 8 .“You Can Change Your Life… Any Time You Want: An Inspirational Guide to Success” by Robin Sieger Robin Sieger is an amazing person that has gone through a total transformation of his life. He conquered all the challenges life had thrown at him and achieved everything he wished for. In this self-growth book, he completely discloses everything he learned from his experiences. He has a very authoritative way of encouraging you to take action towards your goals. 9. The Alchemist – by Paulo Coelho
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This allegorical novel is an inspirational bestselling classic which projected Coelho and his work into the limelight. This book is the first of the genre and acts as a metaphor of life as the narrative takes us on the journey of a shepherd boy’s quest for treasure. A must read for anyone’s library. 10. The Power of a Woman's Words by: Sharon Jaynes A woman's words can be used for good or evil. By choosing words that build instead of destroy, you can encourage your spouse, children, friends, coworkers, and family. Using examples from the Bible, Sharon Jaynes shows how women influence those around them - positively and negatively. By learning to control the tongue, your relationships with others will flourish!
11. FORGIVENESS: 21 Days to Forgive Everyone for Everything by Iyanla Vanzant “Only forgiveness can liberate minds and hearts once held captive by anger, bitterness, resentment, and fear. Forgiveness is a true path to freedom that can renew faith, build trust, and nourish the soul.” —Iyanla Today, too many of us stay stuck in stagnant intimate, family, or workplace relationships, imprisoned by memories of what others have done to us or not done for us. Iyanla helps us see how we are weighed down by toxic thoughts and emotions, we are quick to judge, selfrighteous about what we feel, and slow to pardon. 12. The Power of Positive Thinking – by Norman Vincent Peale Written by the champion of positive thinking, this inspirational book helped spark a whole new genre of self-help philosophy. 13. The Road Less Traveled –by M. Scott Peck Self- understanding, fulfillment and spiritual growth are the order of the day for this classic. Starting with the words ’Life is difficult’ this book takes you on a profound journey of self-help. 14. Long Walk to Freedom – by Nelson Mandela This remarkable book is the autobiography of the former South African President’s life including his 27 years in prison under the apartheid regime. Incredible and powerful reading. 15. I Know Why the Caged Bird Sings – by Maya Angelou This hugely influential and inspirational autobiography about the early years of AfricanAmerican writer and poet Maya Angelou describes the struggles she endures from an early age and her passage into growing into a young woman. The book also instills a powerful sense of hope in the reader. Page 31 of 36 | Southern Area Organizational Effectiveness Tool Kit
16. How to Win Friends and Influence People - by Dale Carnegie This book put self-help on the map. One of the first of its kind this book was hugely influential in shaping the self-help genre. The advice given in this book is solid and just as relevant today as it was when it was first published, and that is why it is one of the best known motivational and inspirational books in history. 17. Chicken Soup for the Soul – by Jack Canfield and Mark Victor Hansen Now a series of inspirational books, Chicken Soup for the Soul is a brilliant collection of inspirational stories for the dark times in your life. Brought to you by two of America’s inspirational speakers; heartwarming and motivational stories don’t get much better than this.
FREE APPS/ WEBSITES GOAL SETTING 1. Beeminder Beeminder is a goal-tracking with teeth. Mind anything you can graph - weight, pushups, todo tasks completed - by replying with data when Beeminder prompts you.We plot your progress on a Yellow Brick Road to your goal. Keep all your datapoints on the road and Beeminder will always be free. 2. Sociidot Create the life you really want to be living. Sociidot is the app for visualizing the life you want. It lets you set up your most important goals as roadmaps, break them down into achievable pieces, and get them done. Turn your big important goal into a Sociidot roadmap and fill it with dots (tiny action items). Simply do one dot at a time, then connect the dots to make your roadmap come to life. Sociidot is a life coach in your pocket, helping you visualize your dreams in a way that is practical and inspiring.
EXERCISE YOUR MIND Lumosity (free): Online brain training exercises that can improve your memory, attention, flexibility, problem solving, and speed. RELAX AND REDUCE STRESS Headspace (free): An app with daily guided meditations to help you relax, increase creativity, reduce distraction, and more. PROBLEM SOLVING
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Unstuck (free): An app that helps you resolve problems, get motivated, or deal with other â€œstuckâ€? moments. You get tips, advice from other users, and digital coaching.
DEALING WITH FEELINGS CARD GAME
This colorful and fun card game is an effective way to engage in play therapy. Eighteen different emotions are illustrated, including Happy, Sad, Angry, Proud, Frightened, Safe, Ashamed, Embarrassed, etc. Use with individuals, families and groups to help children and adults identify and gain better understanding of their feelings.
THE DISCUSS THIS! GAME - THE TALKING TOOL
This exceptionally versatile game can be used in numerous ways to facilitate: discussion; exchange ideas; examine issues; develop skills; It allows the user to have complete control over content and for players to feel it is totally relevant to them. The main activity of the game is around conversation or storytelling. This is an ideal way to encourage involvement and independent thinking about any aspect of life, environment or activity. 3.
THE INSIGHT STORY CARD SET
Everyday Symbol Cards for Personal Exploration An exquisite card set of symbolic images for personal reflection and insight. The Insight Story Card and Book Set is a wondrous deck of 88 symbolic images that can be used for personal insight and self-awareness. 4.
A HELPING HAND CARD GAME (GROUP GAME)
This is an interactive game which addresses self-esteem, positive lifestyle, coping skills, and relationships. Participants take turns requesting and offering feedback in four areas: Self-Esteem, Positive Lifestyle, Coping Skills, and Relationships. Sample Questions: Note: All cards begin with "Can someone give me a hand with..." Can someone give me a hand with how to cope with my fear of __________? Can someone give me a hand with dealing with my anger toward __________? 5.
LET'S TALK - SOCIAL SKILLS (CARD GAME)
A Game to Promote Social Communication!
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Let's Talk Social Skills cards are designed to build stronger communication skills. The social skills topics can be used as a warm-up exercise, or a closing game. The cards are divided into six social skills topics:
Self-perception and knowledge Friendships Social responsibility and interaction Conversational skills Non-verbal skills Social negotiation and flexibility
FILM “Girl Rising” [Educational documentary] From Academy Award-nominated director Richard E. Robbins, Girl Rising spotlights the unforgettable stories of nine girls living in the developing world*, striving beyond circumstance and overcoming nearly insurmountable odds to achieve their dreams. *Cambodia, Haiti, Nepal, Egypt, Ethiopia, India, Peru, Sierra Leone, and Afghanistan PRAYER “The National Link’s Prayer” This prayer may be located on our national website and is an integral part of The Links’history. The national prayer was composed by Link Betty B. Smith, Orlando Chapter, while the Orlando chapter members experienced and worked through a period of adversity and austerity. The Link’s Prayer, in concert with other strategies is a forceful means to seek a negative turnaround. The national prayer was adopted at the 22nd National Assembly.
BIBLE VERSES [regarding relationships] Hebrews 10:24-25 And let us consider one another in order to stir up love and good works, not forsaking the assembling of ourselves together, as is the manner of some, but exhorting one another, and so much the more as you see the Day approaching. 2 Corinthians 5:17-18 Therefore, if anyone is in Christ, he is a new creation; old things have passed away; behold, all things have become new. Now all things are of God, who has reconciled us to Himself through Jesus Christ, and has given us the ministry of reconciliation. Proverbs 18:24 A man who has friends must himself be friendly, but there is a friend who sticks closer than a brother. Ecclesiastes 4:9-10 Page 34 of 36 | Southern Area Organizational Effectiveness Tool Kit
Two are better than one, because they have a good reward for their labor. For if they fall, one will lift up his companion. But woe to him who is alone when he falls, For he has no one to help him up. John 15:12-15 This is My commandment, that you love one another as I have loved you. Greater love has no one than this, than to lay down one's life for his friends. Mark 11:25 And when you stand praying, if you hold anything against anyone, forgive him, so that your Father in heaven may forgive you your sins. â€œ Matthew 6:14-15 For if you forgive men when they sin against you, your heavenly Father will also forgive you. But if you do not forgive men their sins, your Father will not forgive your sins For assistance using this tool please contact Link Vicki Brooks email@example.com
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