UCE Lay Leadership Toolkitucevanston.org/wp-content/uploads/2016/05/UCELay... · 2017. 11. 22. ·...

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UCE Lay Leadership Toolkit (As of 4/13/16)

Table of Contents

1. INTRODUCTION...................................................................................................................................... 4 1.1. WHY ARE WE FOSTERING LAY LEADERSHIP DEVELOPMENT AT UCE? .................................................................... 4 1.2. WHY DID WE CREATE THIS TOOLKIT? .............................................................................................................. 4 1.3. THE CONTEXT FOR OUR LEADERSHIP ............................................................................................................. 4

2. LEADERSHIP AT UCE ............................................................................................................................... 5 2.1. STAFF ....................................................................................................................................................... 5 2.2. VOLUNTEER OPPORTUNITIES ........................................................................................................................ 5 2.3. BOARD OF TRUSTEES .................................................................................................................................. 5 2.4. BOARD EXECUTIVE COMMITTEE .................................................................................................................... 5 2.5. OTHER ELECTED BOARDS AND COMMITTEES ................................................................................................... 5 2.5.1. NOMINATING AND RECRUITING COMMITTEE .................................................................................................. 5 2.5.2. ENDOWMENT COMMITTEE TRUSTEES ............................................................................................................ 6 2.6. COUNCILS AND THEIR COMPONENT GROUPS .................................................................................................. 6 2.6.1. INTEGRATED STEWARDSHIP COUNCIL (ISC) .................................................................................................... 6 • BUDGET WORKING GROUP ................................................................................................................... 6 • ANNUAL PLEDGE DRIVE ........................................................................................................................ 6 • SERENDIPITY AUCTION .......................................................................................................................... 7 • RUMMAGE SALE ................................................................................................................................... 7 2.6.2. THE SOCIAL ACTION COUNCIL (SAC) ............................................................................................................. 7 2.6.3. RELIGIOUS EDUCATION COUNCIL (REC) ............................................................................................................ 7 2.6.3. MEMBERSHIP ENAGEMENT COUNCIL (MEC) .................................................................................................. 7 • NEW MEMBER COMMITTEE .................................................................................................................... 8 • MEMBERSHIP ENRICHMENT TEAM ........................................................................................................... 8 • HOSPITALITY TEAMS ............................................................................................................................. 8 • CARING COMMITTEE .............................................................................................................................. 8 • CONGREGATIONAL RELATIONS TEAM (CRT) .............................................................................................. 9 • LEADERSHIP DEVELOPMENT TEAM ........................................................................................................... 9 2.7. OTHER ONGOING CHURCH ACTIVITIES INCLUDE: ....................................................................................................... 9 2.7.1. MUSIC ...................................................................................................................................................... 9 2.7.2. CRACKERBARREL ........................................................................................................................................ 9 2.7.3. COVENANT GROUPS ................................................................................................................................... 9 2.7.4. DINNER GROUPS ........................................................................................................................................ 9 2.7.5. IDENTITY GROUPS ...................................................................................................................................... 9 2.7.6. SPECIAL INTEREST GROUPS (E.G., SCRABBLE NIGHT, SING THING, BOOK GROUPS, ETC.) ......................................... 9

3. HOW TO GET THINGS DONE ................................................................................................................... 9 3.1. ESTABLISH GOALS AND DIRECTION AND CLARIFY A GROUP’S PURPOSE AND VALUE .................................................. 9 3.2. CHOOSING A LEADERSHIP MODEL ................................................................................................................ 10 3.3. BUDGETS AND REIMBURSEMENT ................................................................................................................ 10 3.3.1. BUDGET PROCESS ..................................................................................................................................... 10 3.3.2. BUDGET REQUESTS ................................................................................................................................... 10

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3.3.3. DEDICATED FUNDS ................................................................................................................................... 10 3.3.4. REIMBURSEMENTS ................................................................................................................................... 11 3.3.5. BUDGET QUESTIONS ................................................................................................................................. 11 3.4. SCHEDULING AND CHANGING SCHEDULES ..................................................................................................... 11 3.5. CALENDAR MANAGEMENT, COORDINATION, FINDING AVAILABLE SPACE, ETC. ..................................................... 11 3.5.1. CHURCH CALENDAR .................................................................................................................................. 11 3.5.2. MEETING ROOM AND EVENT REQUESTS ........................................................................................................ 11 3.5.3. SCHEDULING CHANGES .............................................................................................................................. 11 3.5.4. AVAILABLE ROOMS ................................................................................................................................... 11 3.6. INTERNAL AND EXTERNAL PR ...................................................................................................................... 12 3.6.1. PUBLICITY FOR EVENTS .............................................................................................................................. 12 3.6.2 PUBLICITY CHANNELS ................................................................................................................................ 12

• UCE NEWSLETTER ............................................................................................................................. 12 • ORDER OF SERVICE ANNOUNCEMENTS .................................................................................................. 12 • UCE WEBSITE (WWW.UCEVANSTON.ORG) ............................................................................................. 12 • UCE FACEBOOK OR TWITTER ............................................................................................................... 12 • LOCAL AND METROPOLITAN AREA ELECTRONIC AND PRINT NEWS OUTLETS ................................................... 12 • FLYERS AND POSTERS ......................................................................................................................... 12

3.7. FOOD EVENTS .......................................................................................................................................... 13 3.7.1. PERMITTED AREAS .................................................................................................................................... 13 3.7.2. SUPPLIES ................................................................................................................................................. 13 3.7.3. KITCHEN ................................................................................................................................................. 13 3.7.4. LOCATION OF SUPPLIES AND EQUIPMENT ...................................................................................................... 13 3.7.5. COMPOSTING ( UNDER CONSTRUCTION) .................................................................................................. 13 3.8. STARTING A GROUP .................................................................................................................................. 13 3.9 QUESTIONS AND PROBLEMS ………………………………………………………………………………………………………….14

4. MODELS OF GROUP STRUCTURE AND LEADERSHIP AT UCE.................................................................... 14 4.1. POSSIBLE COMMITTEE LEADERSHIP STRUCTURES .............................................................................. 14 4.1.1. VERY LOOSE ......................................................................................................................................... 14 4.1.2. LOOSE .................................................................................................................................................. 14 4.1.3. MORE STRUCTURE ............................................................................................................................... 14 4.1.4. EVEN MORE STRUCTURE...................................................................................................................... 14 4.1.5 HIGHLY STRUCTURED …………………………………………………………………………………………………………………… 14 4.1.6 MOST HIGHLY STRUCTURED …………………………………………………………………………………………………………. 14 4.1.7 CHAIR SELECTION OPTIONS ………………………………..……………………………………………………………………….. 14

5. COMMITTEE/GROUP DYNAMICS AND BEST PRACTICES ......................................................................... 15 5.1. GROUP COVENANT INCLUDING ANNUAL COMMUNICATION COVENANT & TEAM COMMUNICATION COVENANTS* ... 15 5.1.1. GETTING TO KNOW YOUR COMMITTEE/GROUP/TEAM .................................................................................. 15 5.1.2. COMMUNICATION AGREEMENT INSTRUCTIONS ............................................................................................. 16 5.2. ENGAGEMENT AND MOTIVATION ................................................................................................................ 17 5.3. RECRUITMENT AND WORKING WITH MEMBERSHIP ENGAGEMENT ................................................................... 18 5.4. TALENT DEVELOPMENT AND SUCCESSION PLANNING ..................................................................................... 18 5.5. CONSIDERATIONS: .................................................................................................................................... 18 5.5.1. MORALE ................................................................................................................................................. 18 5.5.2. EMPOWERMENT ...................................................................................................................................... 19 5.5.3. SCHEDULING ........................................................................................................................................... 19

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5.5.4. TEAMBUILDING ........................................................................................................................................ 19 5.5.5. SENSE OF FIT ........................................................................................................................................... 19 5.5.6. SOME VOLUNTEER LEADERSHIP QUALITIES ................................................................................................... 19 5.5.7. CHALLENGING VOLUNTEER LEADERSHIP ISSUES ............................................................................................. 20 5.6. DOCUMENTATION .................................................................................................................................... 21 5.6.1. JOB DESCRIPTIONS ................................................................................................................................... 21 5.6.2. NOTES AND PROCEDURES .......................................................................................................................... 21 5.6.3. STORAGE ................................................................................................................................................ 21 5.6.4. SUCCESSION PLANNING ............................................................................................................................. 21

6. HELP & SUPPORT/RESOURCES .............................................................................................................. 21 6.1. RUNNING A MEETING ................................................................................................................................ 21 6.1.1. MEETING PLAN OR AGENDA ...................................................................................................................... 21 6.1.2. TIME CUT-OFFS ........................................................................................................................................ 21 6.1.3. RULES OF ENGAGEMENT ............................................................................................................................ 21 6.1.4. ASSIGNING, DELEGATING, CHOOSING TASKS .................................................................................................. 22 6.1.5. REPORTING BACK ..................................................................................................................................... 22 6.1.6. PROJECT/EVENT DEBRIEF .......................................................................................................................... 23 6.1.7. MINUTES OR MEETING NOTES .................................................................................................................... 23 6.2. CHURCH WEBSITE: ................................................................................................................................... 23 6.3. UNITARIAN UNIVERSALIST ASSOCIATION WEBSITE: ........................................................................................ 23 6.4. THE CONGREGATIONAL LEADERSHIP BROCHURE ............................................................................................ 23 6.5. MEMBERSHIP ENRICHMENT ....................................................................................................................... 24 6.6. LEADERSHIP EXPERIENCE AND TRAINING ................................................................................................... 24 6.7. LEADERSHIP ADVISOR PROGRAM ............................................................. ERROR! BOOKMARK NOT DEFINED. 6.8. USEFUL WEBSITES..................................................................................................................................... 24 6.8.1. THE 5 PRACTICES OF LEADERSHIP AND ORGANIZING ...................................................................................... 24 6.8.2. COMMUNITY TOOLBOX: RECOGNIZING THE CHALLENGES OF LEADERSHIP .......................................................... 24 6.8.3. MIND TOOLS: LEADERSHIP STYLES .............................................................................................................. 24 6.8.4. LEADERSHIP STYLE: MYERS BRIGGS TYPE, JUNGIAN TYPE, MTR-I TEAM ROLE: .................................................... 24 6.9. ROOM AND PUBLICITY REQUEST FORM ........................................................................................................ 25 6.10. STAFF ..................................................................................................................................................... 25

7. FORMS LIBRARY ................................................................................................................................... 25

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1. Introduction

1.1. Why are we fostering lay leadership development at UCE? • The church is its members – full of energy and potential. We want to keep the activities

that require some degree of leadership thriving and make sure we do not depend on any one or two persons for those activities to continue and grow.

• We want new members, members who have always wanted to explore leadership opportunities, and younger members to experience the gratification and integration into the larger church that leadership positions provide. We also intend to develop clear paths to leadership as well as remove obstacles.

• Also, current leaders have identified various issues that would be helpful, as leaders, to have more information about.

1.2. Why did we create this toolkit? • This toolkit is intended to provide best practices and deeper knowledge to improve

leaders’ abilities—from the President of the Board to a small group formed for a specific project and to foster, encourage, and welcome new leaders.

• Please note that these are not rules! If your committee is thriving, with a defined purpose, engaged members, clear communication, and easy succession—you don’t have to change your game!

• If you’d like to get involved and aren’t sure where or how, this Toolkit can provide valuable information.

• If your committee is not thriving or could do better, this Toolkit may help you. • Do you know what’s wrong? Read on to find the right suggestions, examples, articles,

or connections to help you reach your goal. • Can’t figure out what’s wrong? Take a look at these questions on How Is My Committee

Working ( Under Construction) to identify areas to address.

1.3. The Context for Our Leadership The UCE congregation and Board recently completed a process (Appreciative Inquiry) to help us focus on what is important to us and the results we want to have in the world. Here are the results, or “End Statements” UCE leaders will use to focus their work on:

Who do we want to be in the world?

• Spiritually aware • Intellectually excited • Community builders • Diverse in belief • Acting for justice

In our multigenerational religious community:

• We cultivate spiritual awareness, joy and wonder through words, music, the arts and the natural world;

• We foster intellectual excitement, lifelong learning, truth seeking, and respect for our traditions of reason and faith;

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• We build beloved community through inclusive welcoming, compassion, care, generosity and forgiveness. We create a supportive place to take risks and grow in service to others;

• We are a people of diverse beliefs united by our covenant. We develop relationships that open us to the lives of people in our congregation, community and world;

• We act for social, economic, and environmental justice through study, advocacy and outreach.

2. Leadership at UCE

2.1. Staff The Executive Team consists of the called ministers of the church and the Executive Operations Director. They work collaboratively to implement the mission of the congregation and the policies and goals of the Board of Trustees. The Senior Minister operates as Chief of Staff. All paid employees of the church are supervised by one or more of the members of the Executive Team.

2.2. Volunteer Opportunities Opportunities for exercising leadership in the life of UCE are abundant, varying from Board service to organizing a simple one-time activity. Here we describe the parameters of many of them.

2.3. Board of Trustees The Board of Trustees is the body that establishes congregational policy, has general charge of the property of the congregation, the conduct of its ordinary business affairs and control of its administration. The Board consists of nine members, each elected to a three-year term. Members are elected three at a time, at the Annual Congregational Meeting in May of each year, from a slate that has been prepared by the Nominating and Recruiting Committee. The Board meets once a month, usually on the third Wednesday. The Board chooses its own President and Vice-President from among its members, and appoints a secretary and treasurer. Meetings of the Board are open to any member of the congregation.

2.4. Board Executive Committee The Board Executive Committee consists of the President, Vice-President and President Emeritus of the Board of Trustees and the members of the Executive Team, as well as occasionally another member of the Board. It strategically develops the agenda for the Board in support of the mission of the church, as well as exercising the power of the Board between meetings when timing is critical.

2.5. Other Elected Boards and Committees In addition to the Board of Trustees, also elected at the Annual Congregational Meeting in May are the Nominating and Recruiting Committee and one representative to the Endowment Committee. All are elected from slates developed by the Nominating and Recruiting Committee.

2.5.1. Nominating and Recruiting Committee The Nominating and Recruiting Committee consists of nine members, each elected to three-year terms. They choose their own Chair and Secretary from among their

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members. They work throughout the year to identify members of the church who have the abilities and interests to serve on the committees and boards for which they are responsible. They maintain communication with the membership at large, with the chairs of the various committees that need members, and with other activities in the church that are looking for participants. The time commitment for their work increases during the months of January through March.

2.5.2. Endowment Committee Trustees Endowment Committee Trustees are elected for staggered three-year terms, and each member serves as chair in their final year. They are responsible for decisions regarding the investment of endowment funds, and with the rest of the Endowment Committee, for maintaining the programs that maintain the growth of the funds. Many of the committee members are former Endowment Committee chairs, but the committee also includes church members that have experience and interest in finance.

2.6. Councils and Their Component Groups Many of UCE’s committees are organized within three Councils which each meet periodically to facilitate communication among a group of related congregational efforts. Those councils are: the Integrated Stewardship Council (ISC), for all things financial; the Social Action Council (SAC), for social justice; the Religious Education Council (REC), for all programs involving our children; and the Membership Engagement Council (MEC), for all things membership related. The ministers and Executive Operations Director are each ex-officio members of each council.

2.6.1. Integrated Stewardship Council (ISC) ISC holds responsibility for maintaining the financial health of the church and consists of the chairs of the Annual Pledge Drive, each major fundraising event, i.e. Serendipity Auction, Rummage Sale, the Budget Working Group, the Endowment Committee, any Capital Campaign that is in progress, the church treasurer, the Executive Operations Director, the Accounting Manager and the Chair, who is a serving member of the Board, appointed to this post by the Board President. They are responsible for coordinating the work of all these groups to see that the budget is an accurate representation of the financial needs and resources of the church.

• Budget Working Group The Budget Working Group consists of four members and is chaired by the Treasurer. It communicates with all of the church leadership and develops the budget for approval by the Board of Trustees and the congregation.

• Annual Pledge Drive The Annual Pledge Chair is recruited by the ISC, and in turn recruits chairs for steward recruitment, training, promotional design, communication, event planning, and any other functions required. Recently, 60 members served as visiting stewards and many others contributed their talents and abilities to the campaign.

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• Serendipity Auction Auction decisions are made by an evolving coordinating committee that includes those who have been active for many years or are just beginning in one of the evening’s activities or its preparations. Those are: Welcoming, Check-in, Dinner, Bar, Business Donations, Setup, Silent Auction Tally, Pick-up Area, Raffle, Live Auction, Checkout/Cashier, Catalog, Marketing, Tidy-up, Composting, Cyber Consult, Photo Representation. Each area is looking for new help each year.

• Rummage Sale The Rummage Sale also is run by a large group who takes responsibility for one of the departments or functions to help run the sale successfully.

2.6.2. The Social Action Council (SAC) SAC is composed of one member of the Board of Trustees, one member of the Religious Education Committee, and two representatives each from the following focus areas of social action and justice at UCE: environmental stewardship (“Green Sanctuary”); gay, lesbian, bisexual and transgender equality (“Rainbow Alliance”); peace and justice advocacy (“P&J”); alleviating homelessness and hunger (“Food and Shelter Team”); and the Mentoring Steering Committee. The Council meets quarterly and is coordinated by the Staff Social Action Coordinator. The representatives are chosen by the group they represent. The group coordinates the work of the four areas and advises them when needed. Any church members, friends or attendees are welcome to participate in the activities and planning of each focus area. Watch for announcements of meetings, events, and volunteer opportunities in the UCE newsletter, on the web site, or in the Sunday Order of Service. Responsibility for leadership is decided by each of the groups as the need arises.

2.6.3. Religious Education Council (REC) The Religious Education Council has general charge of determining the policy and administration of the program for children and youth through senior year in high school, subject to review and approval by the Board of Trustees. It consists of nine members, three of whom are selected each year. They work closely in collaboration with the Minister of Life Span Religious Education. The REC is both “working” and “visioning”. Each member is liaison to one of the grade levels. The REC meets monthly.

2.6.4. Membership Engagement Council (MEC) MEC consists of one representative each from the New Member Committee, Membership Enrichment Team, Hospitality Committee, Nominating and Recruiting Committee, Caring Committee, Congregational Relations Team, the Covenant Groups Coordinators, Leadership Development Committee, Religious Education Council and the Board of Trustees. The Council is coordinated by the Membership Director and meets quarterly. The Council develops and executes UCE’s goals for membership growth, including numerical growth, maturational growth, and growth of the institution as a functioning, healthy community which can make meanings

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and values real in the world. The representative groups are frequently looking for new members to work on these issues.

• New Member Committee The New Member Committee assists the ministers and Membership Director with the “Intro to UU” and “Orientation Toward Membership” classes.

• Membership Enrichment Team The Membership Enrichment Team works with the Membership Director to help current members connect with activities they are interested in.

• Hospitality Teams The Hospitality Team program is a new way to include all members in the important and rewarding work of making our Sunday mornings hospitable and welcoming. Members are invited by team leaders to participate in the following ways just four times a year. There are 13 teams, each with about 30 members, more than enough to cover all the jobs on a Sunday morning. We understand that not everyone will be able to participate in their scheduled Sundays but we ask that you respond when you receive an email or phone call from your team leader to let them know if and how you would like to help.

Here are the roles on Sunday mornings. There are lots of ways to help. IT’S NOT JUST ABOUT GREETING OR PASSING THE BASKET. It is also possible (though may not be necessary) for one person to do multiple roles:

o Greeters – welcoming at the front door, helping orient newcomers (2-3 for each service)

o Ushers – passing out hymnals and passing the offering baskets (4 for each service)

o Offering counters – counting our collection after the second service (2 people)

o Bagels – purchase bagels and bring to church, helping to cut them up and set them out (1 - 2)

o Fruit – purchase fruit to be cut up and set out (1 - 2) o Compost/Recycling – helping members learn about recycling, compost and

trash at social hours (1 - 2) o Bringing flowers and lighting the chalice – when no one is signed up o AV/Tech – if there is someone on the team skilled and willing to be trained

to help with sound and projection o Clean up – help in the kitchen after the social hours (2 – 3) o Guest Calls – calling newcomers after their visit to see if they have

questions.

• Caring Committee Volunteers on the Caring Committee provide meals or rides for members of the church at times of illness or other needs. They also send cards to acknowledge joys or sorrows and provide refreshments at memorial services.

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• Congregational Relations Team (CRT) CRT is a rotating group of six members, chosen by the Board of Trustees with training and experience in communication skills and conflict resolution. They periodically offer the workshop, “We Can Work it Out,” which demonstrates how to live within UCE’s Covenant of Engagement.

• Leadership Development Team The Leadership Development Team coordinates workshops and provides resources and learning opportunities for developing and supporting UCE leaders.

NOTE: Groups may change over time as needs arise/change

2.7. Other ongoing church activities include:

2.7.1. Music

2.7.2. Crackerbarrel

2.7.3. Covenant Groups

2.7.4. Dinner Groups

2.7.5. Identity Groups

2.7.6. Special interest groups (e.g., Scrabble Night, Sing Thing, Common Threads, Reired But Not Retiring Women, cancer support, addiction issues, book groups, etc.)

3. How to Get Things Done

3.1. Establish goals and direction and clarify a group’s purpose and value The purpose of your group should be clearly stated so that anyone joining understands. This could be anything from “Provide a weekly forum for recreational Scrabble games” to “identify and alleviate pressing issues of food and shelter in Evanston and nearby communities”. The church’s committees and groups are the primary way the church’s mission is accomplished, so it is helpful to understand and be mindful of the group’s connection to UCE’s mission.

If your group has existed for a while and the members are not feeling connected to the stated purpose, you may want to have a meeting dedicated to discussing and defining the current mission of the group. Some groups hold a “retreat” on a Saturday morning at UCE, or just clearing the agenda at a regular meeting works too. At this gathering, it is important to foster open discussion. Not sure how to create this environment? See Help and Support and Communication sections.

In additional to the overall purpose, an action group may want to define each year the projects that will be worked on or any new initiatives. Again, it is important to engage the group in defining these choices so everyone is invested in the work. For instance, the Food and Shelter Team may confirm it will continue the existing projects and identify additional projects for the coming year. Alternatively, the Rummage Sale committee may decide to work on documentation of each department, in addition to running the sale. While formulating the budget request for the following year is often a good time to do this work.

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3.2. Choosing a leadership model For many or most of the church’s committees and groups, it is helpful to have a leadership structure, which can take any number of forms. See Section 4. Someone needs to arrange for meeting rooms, announcements in the newsletter, communicating with members, etc. The leadership structure should also be a periodic topic of conversation, which allows members to consider alternatives, and provide avenues for others to take a leadership role.

3.3. Budgets and Reimbursement

3.3.1. Budget Process The cycle runs from July 1 to June 30. The Budget Working Group (BWG) of the Integrated Stewardship Council (ISC) is chaired by the Treasurer, a member of the Board of Trustees (BOT). The BWG begins work in November collecting budget requests from church programs, committees and groups. An assembled budget incorporating all of these requests and the estimated income from pledges, rentals, and fundraisers usually generates a substantial deficit. Our policies require a one percent (1%) reserve, so the BWG makes cuts and adjustments in partnership with the submitting groups to arrive at a draft budget. This draft budget is reviewed, adjusted if needed, and approved by the BOT in January. In February a town hall meeting is held before the Pledge Drive kicks off and runs the month of March. Following the completion of the Pledge Drive and the final pledge income is established; the final budget is again approved by the Board and requires approval by the congregation at the Annual Meeting in May. NOTE: Not every group requires a budget.

3.3.2. Budget Requests Budget requests should be submitted including both income and expenses, with detailed estimates. For example:

“Food and Shelter requests a $5000 budget” is not sufficient. An appropriate request would include the following level of detail:

Income Expenses Three films fee and refreshments ($150x3)

$450

Mitten Tree- Income from Loose Plate Expenses for wrapping paper, gifts, and CTA passes

$250 $450

Saturday Baking Supplies (9x$50)

$450

Soup Kitchens (lobby staff, supplies, 6x$100)

$600

Additional projects TBD $2000 Total $250 $3950 Net $3700

3.3.3. Dedicated Funds There may be a dedicated fund to support the work of your group. For instance, the Marjorie Fisher Fund supports Green Sanctuary.

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3.3.4. Reimbursements Requests for reimbursements should be submitted to the Executive Operations Director. A form is available in the office. All reimbursements require original receipts. Your request should specify the line item that applies.

3.3.5. Budget Questions The Executive Operations Director, Treasurer, or Accounting Manager are good contacts for budget-related and program expense reimbursement questions.

3.4. Scheduling and changing schedules Attendance at group meetings can be improved by either holding the meetings at a consistent time or by using a scheduling tool such as Doodle to find the time that suits the most people. Frequent schedule changes may reduce attendance and frustrate those who arranged their own schedules to be available. An agreed upon method of communicating changes (email, phone tree, listserv) understood by all members is helpful.

3.5. Calendar management, coordination, finding available space, etc.

3.5.1. Church Calendar The calendar is maintained by the Communications Coordinator and is viewable on the UCE web site. Check the calendar before making requests, especially for the sanctuary.

3.5.2. Meeting room and event requests Requests should be submitted to the Communications Coordinator. Simple requests for a meeting room can be emailed, but event requests use the Room and Publicity Request form (available in the Forms Library and in office. This form also provides for requesting AV or other equipment (flip chart, etc.). The staff can make arrangements for room configuration and equipment within reason and with sufficient notice.

3.5.3. Scheduling changes UCE Office should also be notified of scheduling changes or cancellations so the lobby staff and other scheduling issues can be adjusted.

3.5.4. Available rooms UCE has the following rooms available:

• Sanctuary and rear area are available for large events if not already scheduled. • Room 2 seats 8-10 in comfortable chairs, with room for additional chairs if

needed. • Room 3 can be configured with chairs and rectangular tables, rows or circle or

chairs, or other configuration requested. An AV monitor is available. Food can be served in Room 3.

• Room 6 is the largest room in the lower level. The chairs are usually in a large rectangle but can be reconfigured. Room 6 has an AV monitor/Smart TV.

• Room 5 is the Arts room. • Room 7 is a classroom that can be used for small group meetings. • Room 12 is a meeting room that can accommodate 15-20 people. • Room 13 is the high school classroom and is furnished with couches and

comfortable chairs.

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• The remaining rooms on the lower level are furnished for children’s classes so are generally difficult to use for adult meetings.

3.6. Internal and external PR

3.6.1. Publicity for events Requests can be made through the Communications Coordinator using the Room and Publicity Request form, which is available in the Forms library and in the office.

3.6.2. Publicity channels

• UCE Newsletter Published weekly on Fridays by email and posted on the UCE website. Readers are chiefly UCE members and friends. Deadline is generally the middle of the week. Submit your (short; around 100 words) article by email (preferably). Include a photo or visual material if available and appropriate.

• Order of Service Announcements Included every Sunday with the program for the worship service. Blurbs must be brief and submitted to [email protected] by Thursday. Readers are those who attend the worship service.

• UCE website (www.ucevanston.org) Special UCE events may be featured on the front page of the UCE website. Speak with the Communications Coordinator, about whether your event might be appropriate for featuring on the website.

• UCE Facebook or Twitter Please contact the office.

• Local and metropolitan area electronic and print news outlets With adequate notice, staff will issue press releases to area news outlets, promote certain events through personal contact with news outlets, and post notices about your event on electronic notice boards of news outlets. You/your group is responsible for providing necessary information about the event. Any request for such promotion must be placed with the office at least three weeks ahead of your event.

• Flyers and Posters The physical posting of flyers and posters in local area coffee shops and other community boards is often a good way to get the word out. The office staff can help with design and copying within reason. Your group is responsible for distribution. Again, any request for such assistance must be placed with the office at least three weeks ahead of your event.

Note: Policy on statements on behalf of UCE is forthcoming. Members should refrain from presenting statements as representing the institution of UCE or all of its members unless congregational meeting has been held or board approval has been received. Statements representing identified committees or groups or “I statements” are otherwise appropriate.

http://www.ucevanston.org/

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3.7. Food events Food is frequently a part of UCE events and is a much appreciated part of our community. It is important to respect the building and staff when including food in an event.

3.7.1. Permitted areas Food can be served in the Sanctuary, lobby, and Room 3. Food service is not permitted in Room 2 or the lower level. Contact the office for confirmation that foodservice will be part of your event, that kitchen is accessible (another event may be scheduled).

3.7.2. Supplies For a UCE event, you may use paper goods from the storage room, but please advice the office ahead of time. The cost will be charged to your program. Your group will be responsible for purchase of any food or beverages.

3.7.3. Kitchen Make sure your group is prepared to do all necessary setting up and cleaning up of the kitchen or kitchenette. Dirty dishes and other messes should not be left for the Sunday morning kitchen staff or custodial staff to clean up.

3.7.4. Location of supplies and equipment Large coffee pots are in the closet across from the stairwell to the lower level.

Large storage room contains paper supplies and lemonade. Soup kitchen cooking equipment should not be used for other events without arrangements. Food and beverages in the storage room may be leftover from events and available for use, or may be stored in advance for future events. Do not use without arrangement.

Small storage closet across from the large closet contains cups for quick access.

Kitchen: Cabinets and drawers in the kitchen are labeled to aid finding equipment and supplies. When cleaning up, please return items to the correct locations. Food and beverages in the fridge and freezer may be leftover from events and available for use, or may be stored in advance for future events. Do not use without arrangement.

3.7.5. Composting ( Under Construction) • Explanation of composting procedure for food, utensils, cups, plates, etc.

3.8. Starting a group UCE is a diverse community that provides a variety of programs, activities and action groups. A list of current groups is available on the web site. However, if you see an unfulfilled need at the church, following are the recommended steps for starting a new group at UCE.

• Work with like-minded church members to decide how and where to focus your efforts. Holding a public meeting is one way to initially address the need and develop the next steps.

• Decide which of the following overall church structure channels would be most appropriate for your new group:

o Integrated Stewardship Committee governs finances and information technology.

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o Social Action Council (SAC) governs the Peace and Justice, Food and Shelter, Green Sanctuary, Mentoring and Steering, and Rainbow Alliance Committees. Proposed groups in this area should be brought to the SAC through the Membership Director or any member of the SAC.

o Membership Engagement Council (MEC) governs the Membership Enrichment team, the Hospitality, New Members, and Caring committees and related ad hoc committees. Proposed groups in this area should be brought to the MEC through the Membership Director or any member of the MEC.

o Minister for Lifespan Religious Education directs all activities for adult and youth religious education (the latter in partnership with the Religious Education Board). Proposed groups in this area should be brought to this minister.

o Other: Proposed groups outside these areas should be brought to the Senior Minister or Executive Operations Director.

• Get buy-in and support from the church staff.

• Recruit helpful and interested people to help with the effort.

• Set up an internal committee structure, beginning with a steering

committee. As part of the group structure, think about future succession planning.

• Create a mission statement or purpose and devise a set of concrete goals for the first year.

• Use in-church communications and other marketing techniques (e.g. brochures, webpage, business cards) to secure an audience.

• Evaluate your efforts at the end the first year to see how you are doing.

3.9. Questions and Problems

See section 6.10 of the Leadership Toolkit for the best staff person answer a question or solve a problem.

4. Models of group structure and leadership at UCE

4.1. Possible committee leadership structures

When leaders were interviewed, we found that there were many different leadership structures. Some structures were contingent on the type of work that needed to be accomplished and some had looser organization because that was all that was required.

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Following are some examples of various types of group structure, any of which could be appropriate given the specific goals of your group.

4.1.1. Very Loose (i.e. Scrabble Players) Group convener to assure meeting space and send out notices

4.1.2. Loose (i.e. Memorial Team) Chair to contact volunteers, communicate by email One person to send out cards

4.1.3. More Structure (i.e. Green Sanctuary) Chair to call meetings, prepare agenda, review budget, lead group to consensus Vice Chair for communicating via newsletter articles, flyers, order of service

announcements, taking meeting notes, recruiting new members

4.1.4. Even More Structure (i.e. Serendipity Auction) Chair to call meetings, prepare agenda and follow-up on subcommittees

Subcommittee chairs to handle catalog, silent auction set-up, silent auction tallying, cashiering, food and drink set-up and breakdown, etc.

4.1.5. Highly Structured (i.e. Pledge Campaign)

Co-Chairs to establish the theme and coordinate all the other activities Steward Recruitment Coordinator to recruit and train 50 volunteers Art Director

4.1.6. Most Highly Structured (i.e. Rummage Sale) Not enough space to show this organization plan

4.1.7. Chair Selection Options: Appointed by Board Selected by committee members Serial leaders for discrete time periods Self-selection by personal interest and commitment 5. Committee/Group Dynamics and Best Practices

5.1. Group Covenant including annual Communication Covenant & Team Communication Covenants*

Most teams of people function together more effectively if they think about and agree upon how they want to communicate and work with one another. Following are some suggested agreements.

5.1.1. Getting to Know Your Committee/Group/Team As a leader you can facilitate this discussion and decision-making. It is recommended to do it at these times: • At the start-up of a new team or project • When there are some communication issues arising • Do a “Check-up” once every 6 months for an ongoing team. Evaluate

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how you’ve been doing with the current list of Agreements. Ones you have mastered, you can take off the list. Ask if there are any other areas the team could improve on and add those to your list for another 6 months.

5.1.2. Communication Agreement Instructions With your team: 1. Discuss and check the Communication Agreement(s) you think are most

important for your team to focus on for a time period (either the duration of the project or for 6 months if it is an ongoing team),

2. Then decide how you will reinforce and remind each other to maintain these agreements. Some ways are:

• List them at the top of each agenda • Verbally review them at the beginning of each meeting • Discuss how you could diplomatically remind someone of the

agreement if they “fall off the wagon”

Sample Agreements

Really Listen: Don’t “Wait to Talk” When someone else is speaking, focus on what they are saying, trying to understand their meaning completely. Don't focus on what you are going to be saying next.

Be Concise For those people who are outgoing and talkative, we ask that you be concise, get to the point and not monopolize the conversation. Give everyone in the group the chance to shine.

Speak Up If you are quieter or shy, we ask that you speak up, and share your ideas and questions. Others can benefit from your participation.

Be Open-Minded Reserve judgments. Consider all points of view and possibilities.

Show Respect Respect one another while talking or listening (define what showing/demonstrating respect means to you).

Tell Your Truth with Tact Mom was right. “Honesty is the best policy” and sharing your points is important. However, remember that tact should be used to assure the communication is really heard.

Think Before Speaking Put your brain in gear before taking your mouth out of “park.”

Avoid Derision or Sarcasm Making fun of others can hurt communications and the will to collaborate.

Listen and Summarize to Confirm Understanding Keep an open mind while listening. Then prove you listened by Summarizing. Repeat back to the person what you heard them say — to their satisfaction.

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Remember to summarize without sarcasm (This can be used when people are in a heated disagreement and aren’t listening to each other’s points.).

More Than One Right Answer: Imagine the Possibilities In today’s complex world there is more than one way to solve a problem. As you are discussing ideas, set aside your need to get your way and focus on understanding all of the ideas. Then choose the idea(s) that really best meets the organization’s needs.

Disagree in Confidence — Act in Unison It is OK to share your diverse opinion in the meeting. Once the team had decided on a strategy everyone commits to support it (That means you don’t leave the meeting and tear down the group’s decision to others. You find ways you can support it.).

Be Curious, Not Defensive Understanding "why" (or what is behind their point) is proven to be among the fastest ways to resolve a conflict. By asking questions to find out what are the person’s reasons, needs, values or priorities, you can really understand their point better. Examples: “Could you help me understand how that would work?”

“It would be helpful to me to have more background. Could you explain?”

No Side Conversations This includes talking on the side or text messaging each other during a meeting that is excluding others in the room. If you have something to say, say it to the whole Team.

We Are All Equal There is not one person on the Team who is more important than the other. Thus, there is no reason for anyone to seek to intimidate or dominate others in order to get their way.

Additional Agreements What other agreements would be important in order to assure that your Team maintains open communications? What communication dynamics issues have come up that need to be addressed with an Agreement for how we will be with each other? * Note: These “Team Communication Covenants” are provided with permission from Janelle

Brittain, Dynamic Performance Institute, LLC.

5.2. Engagement and Motivation Understanding what motivates volunteers is very important. Each person may have different motivations to participate on your team. Think about each person and identify which of the following motivators are key to keep them interested in contributing their time and talents to your team:

The Greater Good: Making the world a better place is a high motivator for many people, e.g. those who have interest in the P&J team

Building our Internal Community: this can be expressed in many ways from Endowment, to Board of Directors to Pledge Drive to Budget Committee

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Helping others on a one-to-one basis: Having the face to face experience of helping another person is very motivating to some people. They would be good on the Caring Committee or the Food and Shelter Committee

Social Interaction: Many people get involved on committees for the benefits of getting to know other UCE members better.

Apply their Talents: Some people want to share their talents either because they many not have an opportunity to share them elsewhere or they love sharing what they know well.

Sense of accomplishment: People who are high in this motivating need are good on projects that have goals, like Pledge Drive and Serendipity Auction.

Recognition: Many people will dedicate long hours just for the reward along the way and at the end from others that they did a good job.

There are many other motivators. This list will help you to be more aware of how to recruit and to keep your team members motivated, keeping in mind, since they are not getting paid for this work, they need to have other rewards.

5.3. Recruitment and Working with Membership Engagement If your group has members who are elected, you will work with the Nominating and Recruiting Committee (NRC). Have in mind the skills, experience, interests and qualities you are looking for when submitting a request to the NRC. If you have spotted people who have these interests etc., then feel free to recommend them to the NRC.

For all of the other teams, be on the lookout for people, especially new people, who have the potential to contribute to your team. See section on Succession Planning for leadership recruitment and development.

5.4. Talent Development and Succession Planning One of the greatest responsibilities of a leader is to be able to identify people with the potential to lead, empower them with some responsibility, coach/mentor them along the path, then turnover the leadership to them as they prove themselves.

In the volunteer scenario, many leaders carry heavy loads of responsibilities, especially if they have been on the team for a long time. So it is important every year for the leadership to make a list of their areas of responsibility/work. Then look at the list to see what areas could be delegated to others to increase other’s participation and potential leadership.

Then discuss with that person about their interest in taking on those responsibilities, coaching them as they are learning, then letting them fly with it. One of the greatest rewards of leadership is watching other people grow and blossom.

Term limits should be considered as a regular practice, if only informally, with groups developing new potential leaders each year. This will help to assure fresh ideas and energy with each team as well as developing more leaders.

5.5. Considerations:

5.5.1. Morale Being aware of your team’s morale (and staying active in keeping it high) is one of the defining traits of a leadership. Working toward good morale will move you solidly in the direction of being leader. Low morale can be displayed by people dropping out, not showing up, continual complaining etc. There can be many causes

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for low morale. If you are unsure how to proceed, consult with a leadership mentor or the Congregational Relations Team.

5.5.2. Empowerment Making an investment in the tools for your team to get their job down isn’t just good project management; it shows a respect and a concern for them as individuals. Making it easier for your team to do their job helps motivate them and keep things running smoothly.

Often leaders take on many of the responsibilities of the team, especially if they have been on the team for multiple years. It is important to develop the talent on the team and to not burn out our leaders. So invite others on the team to take learn and take over some of your responsibilities. See section on Succession Planning.

5.5.3. Scheduling As a manager you have responsibility over timelines, but the awareness of how they affect the human element is the mark of a leader. Managers can easily see milestones and deadlines; leaders have to worry about the intangibles of how those deadlines affect the volunteers on the team and still meet the goal.

5.5.4. Teambuilding Working to build a team with people who not only work effectively on their own, but together, is one of the greatest assets of a leader. By focusing each person’s strengths, and mitigating their weaknesses, the leader can get much more out of the team.

5.5.5. Sense of Fit For teams to be very effective, every member of the group needs to feel as if they have a role to fulfill that matches their interests. By providing that fit between the needs of the team and the skills of the individual, everyone performs up to their potential. Additionally, showing them how their skills contribute to group success makes bring pride in what they can provide, making them more likely to shine.

5.5.6. Some Volunteer Leadership Qualities There are many qualities that are important for volunteer leaders to have. Different types of groups, committees or boards may require different leadership qualities. What qualities do you think are most important for someone in your position to have? Here are some to consider:

• Inspires people to follow • Enthusiastic • Solution focused • Good listener • Organized • Implements the mission with commitment, on time and within budget • Sees and develops people’s talent • Mentors and coaches when appropriate • Delegates appropriately • Promotes teamwork and cooperation • Leads by example

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• Creates open 2-way communication • Manages through problems thoughtfully and quickly • Has high integrity and ethics • Understands that there are many ways to accomplish something • Able to dissipate participants frustrations or fears in order to meet goals • Handles constructive conflict well • Has a Facilitative Style • Recognizes the connection of the team to the rest of the church and builds on that connection • Continually seeking to grow and learn more in order to be an even better leader Suggested Reading: “Servant Leadership” by Greenleaf, Spears & Covey

5.5.7. Challenging Volunteer Leadership Issues Leading volunteers is very different from leading paid workers. Much more attention needs to be paid with keeping them motivated and involved. Instead of getting paid with money, volunteers get paid with appreciation, making a meaningful contribution, having fun and feeling like a part of the group/team/community. When issues arise, as a leader you may be able to play a constructive role.

Want to assure high motivation and participation?

Questions to ask yourself as leader of the team/group:

• Are you asking them to participate in ways that build on their strengths and are interesting to them?

• Are you soliciting others ideas on how to do things? • What are you doing to make this fun? …meaningful? • If there are conflicts, what are you doing to facilitate understanding and

collaboration? Does the Resolution Team need to get involved? • What are you doing to appreciate and recognize their efforts?

Want to assure people carry through on their commitments?

Make sure they are clear on what is expected is key. Here are some suggestions to assure understanding and continued motivation:

• Use action focused Minutes (see sample template in office) that lists what is to be done, by whom and by when. Make sure people have it within a few days after a meeting, so they have time to do their part.

• Have a 2-way conversation with the person about both your and their ideas on what there is to do (and sometimes how to do it).

• Keep in mind some people like to have detailed descriptions in writing and others just want to know the goal and like to figure out how to do it themselves. Match your leadership style to their needs so you don’t de-motivate them with micro-managing or too much ambiguity.

• Talk with people about what it is that they like about being on this team, i.e. what motivates them to take time out of their lives to be there. Knowing what motivates

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people can guide you how to better work with them and know what to ask them to do.

5.6. Documentation

5.6.1. Job Descriptions Job descriptions should exist for members and chairs of standing committees (Board of Trustees, Nominating and Recruiting Committee, Religious Education Committee, Endowment Committee, Integrated Stewardship Committee) and for chairs of annual fundraising events: Pledge Drive, Auction, and Rummage Sale. Job descriptions are useful for chairs of other groups and committees. Job descriptions include a committee vision statement or purpose, duties and responsibilities of position, required qualifications.

5.6.2. Notes and Procedures Groups should keep summaries of meetings, noting decisions, actions and ideas. Procedures relating to specific programs or activities should be outlined in an accessible format.

5.6.3. Storage Group documents may be kept in the church archives or stored on the website.

5.6.4. Succession Planning Term limits should be considered as a regular practice, if only informally, with groups developing new potential leaders each year.

6. Help & Support/Resources

6.1. Running a meeting

6.1.1. Meeting Plan or Agenda • Providing a meeting plan to participants, particularly in advance of meetings, is

highly recommended. It can be as simple as an outline highlighting key points to be addressed in the meeting.

• Consider listing at the top of the plan the one or two points the group hopes to accomplish by the end of the meeting.

• Consider listing within the plan the individuals who will be presenting or leading the discussions as well as how much time is anticipated to be spent on each topic.

6.1.2. Time cut-offs • Designating target time frames for topics of discussion can be effective,

particularly if many items must be covered during the meeting. • Time cut-offs will also help determine if the plan is reasonable given the total

amount of time available for the meeting.

6.1.3. Rules of engagement • Basic meeting etiquette/behavior should always be adhered to in order to have

productive meetings: one speaker at a time, do not interrupt the speaker, strive to have everyone participate in the discussions

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• A suggestion for getting people engaged quickly is to invite everyone to check in at the beginning of each meeting by answering a simple question such as “With what spirit do you come to this meeting today?”

6.1.4. Assigning, delegating, choosing tasks One of the lessons we learn quickly as chairs or heads of teams, is we can’t do it all! One of the most important skills we can use to help ourselves and to build a stronger team…is to delegate. But it’s important to know the difference between Delegation and Dumping. The latter involves just telling someone to do something, assuming they want to or know how to.

Delegating to volunteers requires more thought, than if it was a paid job. There is much more to think about the person you are delegating to and how to get your knowledge into their heads. The challenge is that we are often unconscious of what we know because we have been doing it for so long.

How To Set Them Up for Success • WHY? Know why you are passing the task/responsibility on and tell them why

you think they are well matched for it. • What’s in it for them? Does it match their interests or experience? What will

they enjoy about doing this? • Define the task/responsibility specifically (see below). • Treat them with respect while briefing or instructing them, thinking about how

this person learns best. • Be open to fresh ideas on how to do things. They may have different ideas that

may work just as well or even better. • Celebrate progress

For Delegation of More Complex Responsibilities

Ask yourself these questions and write down the answers, even turning it into checklists or suggested procedures:

• How do I currently do it? • What questions do I consider? • What are my concerns? • What are the relationship impacts in this? (including potential people issues) • When the task/responsibility is done well, what does it look like? • What are the potential pitfalls, barriers or challenges? • Can it be systematized or organized so it is easier for someone else to complete

it well?

After you’ve thought it through, then you are ready to coach them in how to do it.

6.1.5. Reporting back Getting people to carry through on their obligations is vital to the success of your team’s work. However, working with volunteers often means more attention to gentle reminders and recognition for the work each person is contributing.

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6.1.6. Project/Event Debrief In order to keep a debriefing discussion positively focused and to assure that we learn from our experiences, discuss and write-up your responses to the following questions:

• In what ways did we work well together? • What specifically did we do that made it work for us? • What processes worked well? • Did we meet our goal(s)? In what ways? • What do we want to do more of… less of …or differently next time? • Did we follow our Communications Agreements and Covenant? If not, what

shall we do to improve next time?

6.1.7. Minutes or meeting notes • Minutes of regular meetings of standing committees should be kept as official

records. Minutes should be deposited in the church archives annually. • Ideally someone should be designated to take notes for each meeting • In addition to capturing major points of the meeting, minutes can also reflect

assignments, tasks or actions that individuals have been assigned to complete or volunteered to pursue

• Minutes or meeting notes should be circulated to participants within a relatively short time after the meeting requesting participants to review for any revisions or corrections.

6.2. Church Website:

http://www.ucevanston.org/ Visit the website for up-to-date information and announcements. Also, be sure to log into the Members Only section for access to the Member Directory where individual contact information can be found. A user name and password will be needed in order to access this section. The website can answer questions about the structure and activities that take place at UCE. The church office can also be called to obtain contact information: 847-864-1330.

6.3. Unitarian Universalist Association Website:

http://www.uua.org/governance/leadership/ A wealth of information can be found on the national association’s website. This section highlights Leadership Development practices and strategies including How to Identify Potential Leaders, Helping Potential Leaders Discern Their Gifts, Creating a Culture of Creativity and much more.

6.4. The Congregational Leadership Brochure

The Congregational Leadership Brochure can be found on the UCE website at http://ucevanston.org/church-leadership-2/. This brochure lists the boards, committees, councils, and programs at UCE along with pertinent meeting dates and leads, when known. This brochure is updated annually and is available from the bookshelf of materials in the Membership Director’s area of the church lobby, on the church website, or from the church office.

http://www.ucevanston.org/

http://www.uua.org/governance/leadership/

http://ucevanston.org/church-leadership-2/

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6.5. Membership Enrichment

Membership Enrichment attends to members of our congregation of a year or more of membership, to help them connect or become involved with a small group or activity. We reach out to members on their significant anniversaries, check in with those who haven’t been attending regularly for several months, and support the initiatives of members to create opportunities for multi-generational, meaningful engagement.

6.6. Leadership Experience and Training

This training is an annual workshop where current and prospective leaders talk, share and learn about the area in which they are leading and the people that they are working with. This workshop could answer questions that potential leaders might be afraid to ask and inspire individuals to get involved with an aspect of leadership that would fit their personal needs. Additionally, educational segments can be used to focus on various aspects of leadership.

Possible Training Topics and Goals • Create synergy and collaboration among committees/groups. This includes

communication that could lead to mutual support. • Trouble shoot problem situations • Share ‘war stories’ that could help with insights. Shared personal experience can be a

great teaching tool for those new to a leadership position. • Make suggestions • Provides regular check-ins • Make positive connections for future support

These gatherings would be scheduled on a regular to ‘as needed’ basis.

6.7. Leadership Advisor Program

This is a new initiative connecting new and potential leaders with seasoned church leadership. Advisors consist of a pool of leaders who make themselves available via telephone or in person on a rotating basis in order to answer questions and assist new or other leaders with problems that might arise. These advisors provide a one-on-one ‘how to’ for new leaders or leaders new to their positions.

6.8. Useful websites

6.8.1. The 5 Practices of Leadership and Organizing http://diomassleads.files.wordpress.com/2012/02/jan-2012-participant-guide.pdf

6.8.2. Community Toolbox: Recognizing the Challenges of Leadership http://ctb.ku.edu/en/table-of-contents/leadership/leadership-ideas/leadership-challenges/mainv

6.8.3. Mind Tools: Leadership Styles http://www.mindtools.com/pages/article/newLDR_84.htm#sthash.hfuyY9ok.dpuf

6.8.4. Leadership Style: Myers Briggs type, Jungian type, MTR-i team role: https://www.globalhivmeinfo.org/Gamet/pdf/848_Leadership%20Styles%20Based%20on%20Myers%20Briggs%20Typology.pdf

http://diomassleads.files.wordpress.com/2012/02/jan-2012-participant-guide.pdf

http://ctb.ku.edu/en/table-of-contents/leadership/leadership-ideas/leadership-challenges/mainv

http://ctb.ku.edu/en/table-of-contents/leadership/leadership-ideas/leadership-challenges/mainv

http://www.mindtools.com/pages/article/newLDR_84.htm#sthash.hfuyY9ok.dpuf

https://www.globalhivmeinfo.org/Gamet/pdf/848_Leadership%20Styles%20Based%20on%20Myers%20Briggs%20Typology.pdf

https://www.globalhivmeinfo.org/Gamet/pdf/848_Leadership%20Styles%20Based%20on%20Myers%20Briggs%20Typology.pdf

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6.9. Room and Publicity Request Form

This form can be found in the church office or at www.ucevanston.org/calendar. This is an important form for all current and new leaders who intend to plan events, gather groups, and use space in the church. Become familiar with this form because it lists many things that a new leader might not think, or be aware of.

6.10. Staff

Staff members are willing to respond to questions or designate someone who can. Get to know them!

7. Forms Library (Anyone can add items and link from your section)

[Updated April 13, 2016]

http://www.ucevanston.org/calendar

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