Appendix A (i) Appendix A – Leadership Success Themes President • Peer leadership. Leading peers, especially in all-volunteer organization, is one of the more difficult leadership challenges one can face. In the military, and in many civilian organizations, it can be easy to take for granted the ability to give directions to team members who “report” to a position and expect those directions to be followed. In volunteer organizations, while there are positions of leadership, one cannot rely on any official authority that might exist in a different type of organization. Leading through relationships, influence, and shared belief is most effective. This approach is, in fact, a significantly more mature and effective path towards organizational leadership, respect, productivity, and effectiveness. • Overall executive leadership of a student organization. ARCI Model of organizational management – This is a model that can help clearly define roles within a team or on a given project. It also serves to set a clear picture of expectations and deliverables for all team members. A – R – C – I are explained below and represent a decreasing level, from left to right, of ownership over a given effort. Accountable - The ultimate accountable owner of an effort, outcomes, and/or end state. This person has the authority to make all final decisions they deem necessary. If they delegate that authority on a specific decision or effort, it does not mean they are no longer accountable for the outcome of that decision. There can only ever be one “A.” Responsible – The person responsible for the day-to-day execution of a task or larger effort. Multiple people and/or positions can be the “R” on a given effort, but they should always align their efforts to accomplish their objective in the most effective and efficient manner possible. Those designated as “R” are ultimately accountable to the “A” on an effort. Consulted – These roles must be consulted prior to accomplishing a given body of work or making a key decision. These are primary partners and stakeholders that have subject matter expertise and/or key relational value necessary to push an effort forward in the best possible manner. Informed – Those designated as “I” are partners and/or stakeholders that either require, or would benefit from, awareness of the results of decisions or milestones on a given effort. These individuals do not provide input on an effort during its execution. • Delegation and Supervision. Even with ultimate accountability over all aspects of a Chapter’s functions, the delegation of key responsibility areas to others is of primary importance. This does not, however, alleviate or change the ultimate accountability and ownership the role of President has over all functions within a Chapter. A president should not attempt to do everything themselves. Develop the relationships with peers that are necessary to create others with sufficiently high levels of ownership. Supporting the key leaders within a Chapter, namely the vice presidents and liaison roles, is incredibly important to the long-term success of the team. Those leaders must know the president supports them in the execution of their roles and will provide the necessary level of engagement to ensure their success. The president must supervise the work being done on an effort as well as key outcomes. It is recommended that the president set up recurring touchpoints with all leaders in the Chapter to ensure high quality relationships, deliverables are being met, and any roadblocks to success are removed. • Executive Relationships with University Leaders. As the face of SVA at University, spending adequate time with administrators, educators, decision makers, and members of other campus organizations will be key to solidifying the brand of the Chapter as well as future growth. Relationship building is vital to the long-term success of any organization or venture. Building these relationships takes significant time and it might look like there are no direct benefits to doing so. Authentic relationship creation is, by nature, a long-term effort and must come from a place of real service to another. Seek first to help before ever asking for help. It is a mutually beneficial arrangement. • Strategic Thinking. A president must look at the entire year of their tenure but also the years to come and what multi-year initiatives are in play for both current, and future, leaders. When making decisions, a president must ask themselves what the implications and second, third, fourth, etc. order
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