NSBE Leadership: Chapter President

1
NSBE LeadershipChapter President
Vice-President
National Society Of Black Engineers
2
The Curriculum
IntroductionsName, School, Year Level
The President Vice-PresidentMain Role,
Managing
Key OperationsStaffing, Communications,
Financials, Events
Maximizing the TeamMotivation, Accountability,
Delegation
3
Introductions
Regional Chair Corey Baker
Regional Vice-Chair Kazeem Omidiji

• Name, School, Year, Major
• What do you hope to gain from this workshop?

4
The Chapter President Vice-President
Leading the CEB
Basic Duties
Leading vs. Managing
Relationship with Chapter President
5
The Chapter President Vice-President
Leading the CEB

• Oversee communication with membership
• Are members receiving information? Questions
  answered?
• Is the CEB receiving adequate resources?
• Are members comments being heard?
• Manage chapter goals
• Are programs being implemented correctly?
• Are we achieving our goals? Completing
  strategies?
• Are chapter events meeting expectations?

6
The Chapter President Vice-President
Basic Duties

• Presidents Focus
• Communicate regional goals to CEB
• Monitor and support interaction with
  committees/REB
• Communicate thoughts and concerns of chapter
  members and leaders to the REB
• Serve as a public representative for the CEB
• Vice Presidents Focus
• Manage basic operations of CEB
• Assess CEBs progress on goals strategies
• Oversee chapter events
• Communicate CEB feedback to Chapter President

7
The Chapter President Vice-President
Leading vs. Managing

• Managers
• Coordinate the inner-workings of the business
• Establish systems, rules, and procedures
• Oversee day-to-day operations
• Ensure resources are provided
• Leaders
• Drive a vision and show the purpose in goals
• Motivate and inspire people (leading by example)
• Ensure collaboration within teams
• Set the tone for progress

8
The Chapter President Vice-President
Relationship with Chapter President

• Both are needed to achieve goals
• Must work together
• Build relationship by understanding strengths
• Who is more of the visionary?
• Who is more comfortable with processes?
• Who is more personable?
• Who is more organized?

9
The Chapter President Vice-President
Relationship with Chapter President

• Regular communication is critical!
• Keep 1-1 meeting schedule
• Maintain personal office hours
• Collaborate on issues
• Talk with advisors together
• Who is Chapter President? Who is Vice-President?
• Set clear expectations and responsibilities
• Know who is the ultimate decision maker
• Come to agreement in front of the board/public

10
Key Operations
Keeping a Healthy Board
Strengthening the Network
Driving Towards Growth
11
Key Operations
Keeping a Healthy Board

• Promote Productivity
• Team-based accountability
• Acknowledgement and rewards
• Evaluation and feedback
• Committee/team development
• Ensure a Healthy Environment
• Proper training and transitioning
• Available resources (documents, teachers,
  advisors)
• Academic support

12
Key Operations
Strengthening the Network

• Encourage Accessibility Reliability
• Official schedules office hours
• Personal communication email etiquette
• Ensure Awareness
• Top-down bottom-up reporting
• Effective meetings
• Documenting and archiving minutes

13
Key Operations
Driving Towards Growth

• Shared Vision
• Chapter goal-setting strategy sessions
• Regional reporting
• Milestone assessments
• Secure Vital Resources
• Financial assessment and growth plans
• Chapter event planning
• Assets management
• Leadership shadowing and recruitment

14
Maximizing the Team!
Changing the Focus
The Human Factor
Accountability
Delegation
15
Maximizing the Team!
Changing the Focus

• Processes and programs mean very little without a
  strong team of people to drive them.
• Maximizing the team is not about being a
  vice-chair, but a team player and advocate for
  collective success.
• Topics to Discuss
• Motivation
• Accountability
• Delegation

16
Maximizing the Team!
The Human Factor

• AchievementIs the task achievable and realistic?
  Are their steps to the ultimate goal?
• RecognitionAre members aware of their good work
  first, then their opportunities for growth?
• The work itselfIs the task interesting and
  challenging? Does it serve an observable purpose?

• ResponsibilityDoes the member have
  responsibility over the task? Is his/her efforts
  critical?
• AdvancementDoes good work lead to increased
  responsibility, more challenges, etc?

17
Maximizing the Team!
Accountability

• Accountability is having the responsibility and
  authority to act and fully accepting the natural
  and logical consequences for the results of those
  actions.
• NSBE Accountability System
• Focus Clear, shared focus and explicit
  expectations
• Influence Individual influence over work
  processes, team members, and the environment
• Consequences Natural and logical consequences
  for all actions

18
Maximizing the Team!
Delegation

• You cant do everything! So utilize your CEB to
  its full potential.
• Delegation is
• Entrusting your authority to others
• Allowing others to act and initiate independently
• Transferring responsibility for certain tasks
• Remaining responsible (since you are the manager)

19
Maximizing the Team!
Delegation

• Secret Delegate such that things get done but do
  not go (badly) wrong
• Tips
• Ensure the task is clearly explained
• Ensure authority to achieve it
• Provide all instruction needed to operate
• Ensure all resources are available
• Establish a system for periodic checkups

20
Questions?