Chapter Organizational Effectiveness Toolkit
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Page 0 of 36 | Southern Area Organizational Effectiveness Tool Kit
Organizational Effectiveness
Chapter Tool Kit
Developed by
The Southern Area Organizational Effectiveness Team
2014
Page 1 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
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 chapter’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.
Your Friend,
Link Faye Hargrove, Chair
Southern Area Organizational Effectiveness Team
Page 2 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
2014-2015 Southern Area
Organizational Effectiveness Team
Faye Hargrove, Augusta (GA) [email protected]
Margaret Z. Beard, Magic City (AL) [email protected]
Elaine Beattie, Asheville (NC) [email protected]
Cathy Bradford, Birmingham (AL) [email protected]
Vicki Brooks, Orlando (FL) [email protected]
Jillian Davis-Morgan, Greensboro (NC) [email protected]
Angelia J. Fryer, Charlotte (NC) [email protected]
Vivian Green, Pensacola (FL) [email protected]
Abra Lattany-Reed, Brunswick (GA) [email protected]
Monique McCarthy, Jacksonville (FL) [email protected]
Earnestine Taylor, Greensboro (NC) [email protected]
Katrina Young, Crown Jewels (NC) [email protected]
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
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 4 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
Page
1 Mentoring Program 6
2 On-Board New and Transfer Members Roadmap 8
3 Chapter Retreat Basics 10
4 Handling Conflict 14
5 Best Practices for Building Friendships 16
6 How to Create a Survey 18
7 Chapter Climate Survey 26
8 Resources 27
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
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 6 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 protected]
Page 7 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
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
Page 8 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
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
Page 9 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
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
Page 10 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
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 – 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 [email protected]
or
Link Margaret Z. Alexander at [email protected].
Page 13 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
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 [email protected].
Page 15 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
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
1. Get a variety of different types of candy
2. Ask everyone to choose 2 or 3 of their from the dish, depending on size of the group
3. Assign each type of candy a particular question
4. 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)
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
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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
SELECT
CATEGORY
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.
THEME COLOR
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 1. 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)” option:
4. Type the answer options in the box below. One choice
Page 21 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
SELECT TYPE O
TYPE 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
Page 22 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
ADD OR EDIT QUESTION
SELECT
ADD OR
EDIT
QUESTION
COLLECT
RESPONSES
1. 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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COLLECT RESPONSES
Once Survey is complete and deadline
has passed, the next step is to
Analyze the date that has been
collected.
ANALYZE RESPONSES
1. Click on the “Analyze Results” tab to see
survey results
2. To view open ended questions click on the
“View” button
3. Click view all pages to seen all entire survey
4. 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
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)
How many years have you been a member of this Chapter of
The Links, Inc.? (check one)
I am a(n) member.
< 1-5 6-15 16-25 26-35 over 35
Active Platinum
Alumna Provisory DOL
To what extent do you agree or disagree with
the following statements about you and/or your
Chapter? (Please check the appropriate box)
Totally
Agree
Agree
No
Opinion
Disagree
Strongl
y
disagree
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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Totally
Agree
Agree
No
Opinion
Disagree
Strongly disagree 1. I experience a high level of stress in Chapter
meetings
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 Chapter’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.
Very High
High
Neutral
Low
Very Low
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?
None
Slight Moderate High Very High
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Yes No
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
or
Link Faye Hargrove
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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, step-
by-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
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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, self-
righteous 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 African-
American 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.
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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, to-
do 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 “stuck” moments. You get tips, advice from other users, and digital coaching.
GAMES
1. 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.
2. 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
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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. “
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