Guide to Working

With People
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The U.S. Jaycees Management Development Series

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RSVP NO. 5015-0

TABLE
OF CONTENTS
SUBJECT
Introduction to "Guide To Working With People" People Knowledge Building A Team Goal Planning COmmunications Delegation Non Performers Appendix

PAGE
1 2 5 6 8

ll 15
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Produced By:
Management Development Department United States Jaycees
Box 7

Tulsa, Oklahoma 74121 1 (918) 584-2481

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Giving people a chance and showing them how to do the work is the key to your year or your project. This guide is designed to give you the Hhow to's" of knowing and working with your people.
If you are a local director working with assigned members, a project chairman working with your project people, a district director working with chapter presidents, a regional director working with district directors, or if you serve in any other capacity where you work directly with others, this guide will help you be successful. Before reading this guide, think about teaching your child how to play ball and what you go through to help him be competitive. "Get in front of the ball when you field. Hold your elbow up when you are batting. Go to third and cut down the lead runner. Lay the bunt down the third base line." All little things by themselves but when they are all put together they make a good ball player. Make the people you work with "good ball players." If you develop enough of the people you work with into good players, you'll have a championship team. Basics covered include communication, delegation, building the team, working with or replacing non-performers and teaching others how to plan for success. Okay skipper, it's your turn at the plate. Read this and implement what you learn or take the chance of striking out with people.
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"Good management consists in showing average people how to do the work of superior people."

John D. Rockefeller, Sr.

"I look on my job as choosing the right man, but you don't always find out about the right man until you have given him a chance."

Henry Ford, 11

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Be relaxed and friendly around your fellow Jaycees. It is important to be able to relax to the point where things don't upset you. Learn patience under difficult circumstances. Be easy to be with so there is no strain in being with you. One good way to get to know people is to open up and let them know you and feel at ease around you. Be interesting but not conceited! Be as knowledgeable as you can about all aspects of Jaycees so people want to be associated with you. Be sure you don't come off as a "know it all." When talking with others, listen for new ideas and suggestions. Thank people for their input. Be known by others as a positive thinking solution man. Ask for help of the Jaycees you supervise.
People will lee you gee co know chem if chey realize chey are noc dealing wich somebody who chinks he is perfecc. Each of us has little "defects" in our

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"I have discovered from personal experience that one can win the attention and time and cooperation of even the most sought -after people in America by becoming genuinely interested in them."

PEOPLE KNOWLEDGE

Dale Carnegie

Get to know everything you can about your people. Help the Jaycee assigned to you dream his dreams and improve his life. "Hiya guy!", "Hey stud!", or "What's going on, ace?" will never take the place of a Jaycee's name. Remember people's names and they'll know you have a personal interest in them. Know whether he likes to be called Jim, James, or "Jimmy Mike." Know his wife's or girlfriend's name and, if he is married, the names of his children. A man's name is the most sacred thing in the world to him and the names of his family come next. When you are introduced to someone, repeat their name back to them to make sure you get it right. This simple action will help you remember names better.
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personalities that could be improved. Find out from good Jaycee buddies what they feel your defects are and then work to correct them. Don't defend your faults. Work hard to correct any past disagreements you have had with other people. It takes energy to get angry and that energy could be used to help you reach your goals. Strange as this must sound, you must practice liking people. Look for the good qualities in those around you, not the bad. Put yourself in their shoes and look through their eyes. Try to understand what they want out of Jaycees and life. People like to do a job right and, when they succeed, they enjoy a "pat on the back." "A pat on the back is only a few vertebrae removed from a kick in the pants, but is miles ahead in results," according to V. Wilcox. Never pass up a chance to say "good job", "nice going", etc. Likewise, take the time to show sorrow and sympathy when it is needed. When you give people genuine affection and caring, they'll return it to you. The telephone is a great tool in communicating with others. Call or visit Jaycees assigned to you and talk about their families and jobs once in a while without mentioning reports or projects that are due. Show a special interest in them as individuals, not just as people assigned to you. Ask them if it is alright to call them at work. As a leader, take the initiative in building friendships. You can make more friends in two months by becoming interested in other people than you can in two years by trying to get

people interested in you. Dale Carnegie is quoted as saying, "The person that is not interested in his fellow man has the greatest difficulties in life and provides the greatest injury to others." Help people discover their talents so they can help others. When working with other people, don't expect perfect results. Know and realize that no one is perfect. True, some people are more nearly perfect than others, but no person is absolutely perfect. Humans make errors - that is their most human quality. When an error has been called to their anention and it is repeated, it becomes a mistake. A corrected error is a good "learning experience." People knowledge makes you realize we are all different and have different ways of handling the same situation. Respect that knowledge and limit your approval or disapproval to whether the results you wanted are achieved or not. God made us all different. We all have different friends, interests, religions, automobiles, clothes, and we all go to different types- of parties. It is important, very important, that even though you don't agree with people, you respect their right to live their lives the way they see fit. A good example of that would be Jaycee chapters that have members who like going to state functions and those who don't. Respect the right, even though you may not agree, of those members who want to participate on a statewide level. The same is true in reverse for those who do get involved in the statewide events. Keep in the back of your mind that people don't like to be told "you're wrong." Learn to control personal opinions and don't try to be a reformer. The personal touch is the biggest key to working with people. Writing notes, postcards and leners to those you work with telling them about the good things they are doing and what they have to offer is a good example. Complimentary "pump up" notes payoff with bener ani tudes, more creative ideas for those on your team and longlasting Jaycee friendships. Never ask anybody to do something you feel is "below" your dignity. Always be big enough to do the smallest task. Work hard to set a good example for the people on your team. If you work hard, they will and if you slow down, they will slow down too. Nine out of ten times the leader who gets the most accomplished is the one with the biggest "respectability" factor. You must work to earn respect. Roll up your sleeves and pitch in on Jaycee projects with your people.
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It is easy to motivate and work together with others if you first win their confidence and friendship. The only way you can do that is to take the time to truly know your people. Human relations is another segment of people knowledge. Handling people the way you would like to be handled goes hand in hand with knowing your people. Remember Jaycees are volunteers and you need to show honest appreciation of their efforts. Be sure to praise their "volunteer" efforts whenever possible. When mistakes need to be corrected, talk about mistakes you have made and how you have learned from them before you begin to criticize. Call anention to their mistakes privately, never in public. You never look big trying to make another person look small. After you have pointed out an error to somebody, help him understand how to correct it. Make the error seem easy to correct and explain to him how the correction will benefit him and help him accomplish what he is trying to do. Be hearty in your praise and liberal with your approval. Give your Jaycee teammates a fme reputation to live up to. If you say publicly he is good, he will be. If you say publicly he is bad, he will be. If somebody on your team show improvement, take the time to praise him. Judging success or failure is a very important part of your job. Let people know what you expect of them. Let them know what they are doing right or wrong. Set high standards for your people that are tough but attainable, know their limits. When they reach that goal, they will have something to be proud of. You have to be the motivator who is always paning them on the back telling them they can do it. When you see growth in them, your leadership skills will have grown too. Being successful with people requires handling unforeseen little problems; as a leader, you must be able to help people get around those little roadblocks. Don't take your eyes off the goal you have set for the future; take the time to handle short-range problems that might interfere with long-range success. Everybody you work with has individual qualities that can help other people. You must blend these talents into a single effort. Analyze people you work with by their performances and tailor your anention to the individual based on his individual needs. Work with a personality only when it directly interferes with that person's success.

You are in the "PEOPLE BUSINESS!" A recent survey indicates most people feel they receive less time and attention from their bosses than they need. When meetings are held, supervised people feel too much time is spent on instruction and not enough time is spent on praise or criticism. Before you give up on somebody, get to know them persona1l1y;then give them help. Nothing can happen without the education, dedication, and personal knowledge of those people you have on your team.

Here is a quick checklist to make sure you know your people.

KNOWING YOUR PEOPLE CHECKLIST

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THE SMARTEST

DUMMY IN THE WORLD!

the Bn'tish sent over, bur I have heard it was a considerably larger number than ever went back. " After awhile, Mr. Ford beca11'l very tired of the questions and in reply to a very offensive question, leaned over, pointed his finger at the auorney who had asked the question and said, "If I should really want to ansu1er the foolish question you have just asked, or any of the other questions you have been asking me, let me remind you that I have a row of electn'c push-buuons on my desk, and by pushing the right buuan, 1 can summon to my aid men who can answer any question I desire to ask concerning the business to which I am devoting most of my efforts. Now, WIll you kindly tell me why I should cluuer up my mind wCh general knowledge for the purpose of answen'ng questions when I have men around who can supply the knowledge I require?"

Henry Ford is an 'ignorant paCIfist' clai11'ld an editon'al in a Chicago newspaper dun'ng the First World War. Mr. Ford did not appreciate the editon'al and brought a lawsuit against the Chicago newspaper for libeling him. The suit was [n'ed in the courts and the auorneys for the newspaper pleaded justification and placed Henry Ford himself on the w-irnessstand for the purpose of prov-ing to the jury that he was -infact an -ignorant man. The lawyers asked Mr. Ford a great variety of quest-ions to prove he was not an educated man, even though he possessed considerable specialized knowledge pertaining to cars. Henry Ford was asked such questions as, "Who was Benedict Arrwld? ", "How many soldiers did the British send over to pur dmvn the Rebellion of 1776?" In answer to that question, Ford answered, "I do not know the exact number

BUILDING A TEAM
Every person in the courtroom that day realized it was the answer, not of an ignorant man, but of a man of education. Any man who knows where to get answers when he needs them is an educated man. Henry Ford had built a successful team. The results you get on a project are directly related to the input of the individuals who make up your team. Your top priority is to begin developing your team immediately after you know who is on it. Sometimes you will have a choice other times you won't. Training, a plan of action, and a personal relationship go into the making of a team and success in Jaycees. If you are a project chairman and have the chance to pick your own team, look at the talent available and then pick the best. Find those people who have been successful in a similar area outside the Jaycees and have the desire to really help other people and put them on your team. Analyze YOIJI weak areas and beef them up with people who are knowledgeable in those areas or people who are eagerly committed to help and learn. If you are a local director or a district director and cannot pick your own team, take the time to establish communications, do training and give a proper orientation to those you will be assigned to. The director with the best informed team usually wins the Director of the Year award. Let's look at some ideas for getting people over to your way of thinking. Use brainstonning meetings to get people you work with to discuss new ideas to get results. Rap sessions away from chapter meetings provide an excellent setting for generating ideas. For more examples, look at the Appendix in the back of this guide. Look at how other Jaycees are achieving their success on the local, district, and regional levels. Bring up ideas that will get members of your team saying yes. Work with State Program Managers and use The U.S. Jaycees' Individual Development programs. From outside the organization, train your teammates on getting results by having local businessmen participate in Individual Development programs as guest speakers.
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Putting people in charge of specific duties will make them feel like they are important parts of your team. Giving somebody the title of "Assistant" gives him a broader view of what he can achieve in Jaycees. Let people feel the idea is theirs and they'll work hard to make it happen. Your job is to work through people to make sure a project gets done successfully. Make sure your people get the benefit of all available material on a given subject and know their use. Share with them any manuals available through The U.S. Jaycees that will help them to be more successful. Manuals can be ordered from The U.S. Jaycees' Products Catalog. Your people's success adds to your success. If you make a mistake, admit it quickly and emphatically and move on. When somebody on your team makes a mistake, be understanding and correct it privately. Always begin everything you do, particularly everything dealing with correcting people, in a friendly way. Put together a good line of communication for the people assigned to you so they will know the right person to contact if a problem comes up and they don't have an answer. Every member of your team should know what the other members' responsibilities are. Perhaps an organizational structure chart would be appropriate in your area. To successfully build a team, you must recognize that people do things for their reasons, not yours. To be successful, get the people you work with to make your goals their goals. Brainstorming sessions, under your direction, can be taken the direction you want them to go and then your teammates, in fact, become part of the decision-making process as to how to achieve the goal. Henry Ford was successful in building a team and you can be, too, if you train, plan, delegate properly, understand and work with the people on your team.

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GOAL PLANNING
To go on a trip you have never made before, you need a road map. The same is true of life. You have to plan for future success as an individual or as a group. The job of a leader includes goal planning. You must help people realize the importance of planning and implementing those plans. It takes planning to make others realize the importance of cooperation and teamwork. Planning has to be a guideline for what we intend to accomplish. It has to be definite so it can be analyzed. We can see our progress or lack of it and make the necessary adjustments. The end result of all leadership functions is to reach a particular goal. Planning may include numbers, such as the number of people we want to get involved in a program, or the number of people we want to recruit; or it could be what we intend to do and how often. Planning may also be a length of time to get something done. You, as a leader, will succeed if you do an excellent job in the area of planning. Planning will prevent you from overlooking important areas and provide you with checks and balances to make sure the project is getting done properly.
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TEAM BUILDING IDEAS * Consider him and his job important * Praise his efforts * Ask him for advice * Listen to and respect his opinion * Provide meaningful assignments * Encourage him * Be sure he knows what is expected of him * Train him

To be a good leader, you must be able to define a realistic goal and then manage people and available resources to reach that goal. Sit down with your people and show them how to plan to reach their goals and your goals for your area. Be completely honest with them and tell them exactly why they are planning and what they will have to do to realize the success they are after. Point out to them the talent they have and make sure they are using those talents. Once your people are taught how to plan and complete their plans, they become competitive. Planned competition for accomplishing goals is one of the best motivators in the entire Jaycee organization. Welcome competition from others. Blending your team's talents through proper planning, creative thinking and unselfish use of abilities will help your team accomplish goals and be competitive. When a member who is assigned to you comes to you with a plan, make sure it is the best he is capable of or don't accept it. Tell him honestly if you feel he can do better. This is where growth takes place in individuals. Most successful athletes will tell you their "real" growth came from continuing to practice after they were too tired to keep going. Help each person on your team plan better. Show each person areas where his project plan could be improved. People on your team will do better if they believe you expect them to and show them how to improve. Make sure those you work with concentrate and finish what they begin. Andrew Carnegie said it best: "Put all your eggs in one basket and then watch the basket." Concentrate on one thing until you are successful, then move along to the next area.

A good leader will take people to places they have never been before. Like Commander Kirk did with the crew of the Starship Enterprise in "Star Trek." Good leaders will help their people set and reach goals they have never dreamed they could attain. Sit down with your people and plan, and teach them to plan, for success. Show them what the mind can conceive and believe it can achieve. Reviewing is a very important part of the planning process. Going over with your people what has been done and steps that need to be taken will help them in their personal development and success. Dreaming, planning and correcting along the way have made yesterday's impossibilities today's realities. Remember how Thomas Edison dreamed, planned, changed his plan and then readjusted over ten-thousand times before inventing the electric battery? Impress on those you are in charge of that all the planning in the world doesn't mean a thing unless they are willing to work to make it happen. The smallest plan carried through to completion is a thousand times better than the greatest intention in the world. It is important to plan your work and then work your plan. Walt Disney said it best: "The secret to my success is simple ... you get it by WORKING!"

Review the following steps with your people:

THE PLANNING PROCESS

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DETERMINE NEEDS 1. Discuss methods of determining needs. 2. Check with or survey knowledgeable people. 3. Determine what is causing the need. II. SET PRIORITIES 1. Consider what is best for those you work with and your needs. 2. Analyze what resources are available to you. 3. Consider the seriousness of the need. 4. List needs by priority. III. ESTABLISH A SPECIFIC AND IDENTIFIABLE PLAN FOR EACH PRIORITY 1. Set measurable goals. 2. Set goals high enough to be challenging. 3. Set goals realistic enough to be achieveable. IV. SELECT IDEA TO FILL EACH NEED 1. Explore as many possibilities as possible. 2. More than one idea may be used to fill the need. 3. Use all the available resources. 4. Select a definite starting and ending time for each idea. 5. Make sure you are not duplicating ideas of others. V. MONITOR AND RE-EVALUATE PRIORITIES, GOALS AND NEEDS 1. As our needs change, so must we. 2. Set specific times to re-evaluate. (monthly, quarterly, etc.) 3. Do not hesitate to drop one need and replace it with another - be flexible VI. EVALUATE SUCCESS 1. Measure progress only against predetermined, specific, and identifiable goals. 2. Evaluate as each need is filled, each goal achieved, and each priority completed. 3. Evaluation, like planning, is an ongoing process. Personal, program and project planning are keys to life. You, as the leader, can unlock the door to better projects and personal growth by sharing the secrets of planning with those people who are assigned to you.

I.

COMMUNICATIONS
Communications is a three way street: speaking, listening and a mutual understanding of what has been said by all the people involved. You can only be successful if communication between people is constant, complete and understood. A leader must be prepared before he sits down with anyone assigned to him. With a ~rson-to-person visit, it is very important to go back over each point or instruction you have made and ensure you are both in complete agreement on what has been said. When you work with an individual, make sure you speak his language. Don't try to impress him with big words he can't understand. An example is a chapter president saying to a project chairman: "That's just conjecture isn't it?" You may know what you just read, but a lot of people may not. The chapter president could have said: "That's just a guess isn't it?" and the local chairman could have understood it much better. How many times when you were in school did you listen to a teacher you knew was very smart but couldn't get you to understand what he was trying to say? Remember, the smartest man in the world will know the smallest of words, but the less educated man may not know the larger words. Don't talk or write to impress people, talk or write to make people understand. The same word means different things at different times and that makes it easy for us to be confused. Take the word "voluntary" for example. It has seven meanings according to the dictionary: 1. proceeding from one's own choice. 2. self-determining 3. done on purpose (voluntary manslaughter) 4. regulated by the will (voluntary behavior) 5. having power of free choice (man is a voluntary agent) 6. provided by voluntary action 7. done on one's own free will without valuable consideration or legal obligation. You have to make what you say understood. Dramatic examples are another way to communicate. Using a very serious, emotional example to illustrate a point to your chapter or a grOl.lpcan be effective. Some of the best spe~ers in Jaycees tie jokes into points they are making to help people remember.
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LISTENING
Listening is the key to the best communication. Let's take a look at two approaches to the interview aspect of working with people with listening. WRONG APPROAaI Local We missed you at the last couple of President: membership and board meetings. You know how much we count on each local officer for the success of our chapter. Local I'm sorry - honest! Officer: Local It's especially tough on the chapter President: and other chapter officers when we don't know what to expect. When you don't call me, I don't know whether you have quit or are just taking some time off. Local Yeah, I know. Officer: Local I called your house but didn't get an President: answer. Your participation has been good in the past so I hope you start performing. I'm not going to replace you now, but I will if you don't come around. Local Thanks. I'll do my best. Officer: RIGHT APPROAaI Local We've missed you at the last couple President: of membership and board meetings. Sit down and let's talk about it ... been under the weather or something? Local Guess I'll be all right. Officer: Local You don't sound too sure of yourself. President: Local I've just got to keep going ... hope I Officer: can stay awake on my job. Local Been losing sleep? President: Local Officer: My head is just spinning. Took Judi to the hospital three weeks ago; been visiting the hospital day and night; back home to look after Chad - can't leave him with neighbors he doesn't know very well - then back to the hospital when she was off the critical list ... she'll be OK but I still have to make arrangements for the next week or two until Judi is well enough to come home and run things ... Wow, no wonder you haven't been Jayceeing ... can I help in any way?

Local President:

In order to work with people, you have to work very hard at understanding people. Take the time to take a personal interest in them. Many times just listening and trying to understand the reasons for non-performers or a negative attitude will answer many questions and clear up misunderstandings before they become open conflicts. It is important for you, as a leader, to clear up anything that isn't clear in your mind. In listening, it is important you do so patiently, even though you may not agree with the information or don't feel it has anything to

do with what's being talked about. Show simple acceptance (not necessarily agreement) by shaking your head or saying "I see." It is important to try to understand the feeling the other person is showing as well as what he is saying. Go over the person's feeling quickly but accurately to encourage him to talk. "You've convinced yourself you can't complete the project?" would be an example of asking him a question that would encourage him to keep talking. Allow time for those people assigned to you to talk to you without interruption. Show them you are giving them your complete attention.
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When you are visiting with them avoid argument and questions about facts. Questioning facts or being argumentative will make the person you're talking with "clam up". (You can check the facts later.) When you want more facts about a Jaycee project, repeat the information you want him to know in the form of a question. He'll usually go on to give you more information. Be sure to listen to what isn't said, much like the local president did with his local officer earlier in this chapter. A person may leave out something that is bothering him or something he wishes hadn't happened. If a person asks you what your opinion is, be honest with him. Try not to say anything that will influence him one way or the other. Don't get emotionally involved. It is up to you, as a leader, to know when somebody you are working with wants to talk openly and when you have to ask him very direct questions. To listen takes time, but if you really want to communicate and be an effective leader you must be willing to put yourself in the other man's shoes. When a person you are working with isn't performing or misses a lot of meetings you will know it is time to talk. Look

back at the example of the local president and local officer on how to get him to talk. If you are speaking to a group of people and want to stress the importance of good listening, you can develop a test and at the end of a session give them a test on what was covered. Give a "Golden Ear" award or something silly to the person with the most correct answers. This is a good way to put an emphasis on listening and review the points of your meeting. Note-taking is another type of communication. A leader can help people use this idea to make sure there is a complete understanding between all people concerned. The secret of note-taking is to keep them clear. When possible, make each note a complete sentence. A complete sentence will give you a tool for a thought, and a thought is the reason for notetaking. Keep brief notes and as few as possible. The reason is simple: you can't listen very well if you are busy writing all the time. Review your notes later. Look them over and visualize how the thoughts you have written down were used. In order to be a truly effective leader, you must be able to communicate. It takes an effort to become good at communicating, but nothing will help you more. Here are some questions for you to review frequently to make sure you are really communicating:

Work on any "NEEDS IMPROVEMENT". You will be well on the way to the solution of a communications problem once you have honestly answered these questions. Like all the other phases of leadership, communications takes WORK. I often fmd myself waiting for my turn to talk. I look for opportunities to compliment others. I am aware of the importance of listening in my daily life. When someone speaks to me, I give him my full attention. I assume every person has something worthwhile to say and I am anxious to understand them. I use questions with people I work with to clarify what they are telling me. I listen past the words of people I work with and try to look at his feelings. I take complete sentence notes to be sure I have gotten the complete thought of people I work with. I ask questions designed to produce the answers I need. I use language the people I work with can understand. 93

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DELEGATION
Delegation is giving others the responsibilities and authority to make decisions for which you are accountable. As you can see, proper training of the people you delegate to is very important because it reflects directly on your leadership ability. "Joe the Doer" is a prime example of why you must learn to delegate. As a new member, Joe joined the chapter, got turned on and volunteered to chair a project. As a project chainnan, Joe felt it was easier to do things himself than to develop a team or a committee. Joe did the project and it was successful, so he ran for director and won. Joe felt It was easier to do things assigned to his team than to try to involve those he was in charge of. The chapter had a good year and he ran for Community Development Vice President and won. Now, Joe knows he can't count on the project chairman in his area to do a good job, so he literally handles the entire Community Development area by himself. The chapter had another good year and he is the logical choice for local president. Joe runs for president and wins ... and then suddenly realizes that he is in a position where he can't do it all alone. Joe has never delegated and has a difficult time getting things done through other people. The chapter has a poor year. To be sure you don't end up like Joe the Doer delegate some of your responsibility to
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those assigned to you. Each of us has limitations of time and should delegate authority to handle assignments to those we work with. When is there a need to delegate? 1. When a Jaycee project is not finished on time. 2. When a lot of little things prevent you from keeping up with your important responsibilities. 3. When you are confused about who's doing what on a local project, in your district, region or state. 4. When you have an overworked local chapter chairman. Example: Having one of your members chairing a 4th of July project and in charge of the softball team at the same time. 5. Communications breakdown. You are not properly working with people if you are not in constant touch with those on your team. Delegating is not easy to learn how to do and you might have some road blocks set up in your mind as to why you can't delegate. Let's look at possible reasons why people don't delegate. (1) They haven't thought about it. This is proabably the biggest reason. Stop to think about the talent around you and then give them something challenging to do. Example: The boss who gave his secretary of six years the responsi-

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bility of answering letters that had been piling up on his desk. This man realized that many letters addressed to him didn't need his personal attention. He also realized his secretary knew the answers to most of the questions they asked so he let her answer them. This act of delegating allowed the man more time to concentrate on more important matters. (2) Some people don't want to delegate, like "Joe the Doer". They like to be known as workhorses in their chapters. They really believe everybody in the chapter will literally worship the ground they walk on. In the business world, this kind of person believes it gives him job security. This also may be because he is afraid that those he delegates to will show him up. If you fit into either of these two categories, you must ask yourself why. You then must either live with your insecurity or work on doing something about it. Remember that graveyards are filled with people who thought the world could not survive without them.
(3) Some would like to delegate but don't know to whom. This problem usually comes up

(4) Some people doubt their ability to train others. This can be overcome by fmding some-

when the person doesn't feel the person he would give the assignment to would fmish the project. This type of perfectionist attitude denies people you are working with the opportunity to grow personally.

body you know is a good trainer and have him do the training. At the same time don't underestimate your own ability to train others. Look at it logically and who knows more about what you want accomplished on a project than you do? You are the one who understnds what has to be delegated, so really you are the best one to do the training. You might feel you don't have the time to do the training. You might be right. Yes, it might take some of your time right now to do some training, but think of it as helping you later when something else needs to be done. So many things don't get done at all because people don't have time to do it themselves and won't give somebody else a chance to do it. Learning to delegate and give other people the chance to grow should be one of your top priorities. Leaders need to help develop future leaders through delegating responsibilities. Getting people to take on added responsibilities in Jaycees can be a problem for a leader. Let's look at some reasons why some people don't give you help when you need it. 1. Some people are just plain lazy. Some of our members join so they can have the Jaycee name on their resume. Other members run for titles and not the job that goes with the title.

95

Let the person you are working with help plan his own duties. "Bill, when can you sit down with me and go over what you want to do to promote and recruit people for Personal Financial Planning?" Do everything you can to help others be successful. Line up some people to volunteer to take the program and have them sit in different parts of the room so it looks like support for the program is coming from all over the chapter instead of from a select group or clique. Let the person assigned to you know who he should report to. "Bill, you will be reporting to Jerry, our Individual Development Vice President. Jerry has a lot of knowledge in the area of Individual Development and most likely will be able to help you when questions come up you don't have answers to." Before you delegate, write down the names of anybody you might be able to delegate to. Write down their strong and weak points and then make a decision on who would do the best overall job. There are many benefits to delegating. You, as a leader, will have more time to plan for success. Those you delegate to will have an opportUnity to grow as individuals. You are educating people to new responsibilities and developing future leaders.
96

These individuals probably will never do any more than they have to. 2. Some people you ask to help will say they are too busy. This may be true. Look at what they are currently doing. Maybe this person could do more if he managed his time better. Show him time management techniques or suggest he read "How To Get Control of Your Time and Your Life" by Alan Lakin. Give them a reason. Plaques, awards or publicly letting people know what a person is doing or has done is a good way to get some people to do the job. Take the time to explain to him what the goal is and convince him to make it his goal. People will do things for their reasons, not yours. There are several ways to successfully delegate. Let them know what you want done and that you have the confidence they can do it. A couple of approaches you might use. "Bill, you really added a lot to the Communications Dynamics program and I would like to have you be the chairman for Personal Financial Planning. This is a job I know you would be very capable of doing." Or, "Scott you led our chapter in recruting members last year and we want to do an extension this year. We need you to chair the extension and show the newer members how to sign up new Jaycees."

DELEGATION EFFECTIVENESS CHECKLIST

I provide the people I work with complete information on policy and procedure as it relates to their jobs before I give them an assignment. I define precisely the limits of responsibility before I let YES go ahead him YES on his own. When I delegate a respo~ibility, I follow up to see how it is done. I explain planning to my people but I don't make decisions for them. I develop initiative in people I work with so they can handle emergency situations on their own when they come up. I try to correct errors through explanation, rather than criticism. I try to teach people I work with to find answers on their own. I don't openly criticize people I work with. When a person must reverse his decision, I tell him privately and let him make the changes himself. People I work with can count on my backing. I won't let members go over the heads of people I have delegated to in order to get a decision changed. I will take the responsibility for all decisions made by people I work with. People I have given responsibility to are responsible to me and I am responsible to the membership. WORK ON THOSE YOU HAD TO. ANSWER "NO".
97

_ YES _ _ _ _ _ _ _

NO

YES

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NO

YES

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Nothing is more depressing to a Jaycee than working with non-performers. The difference between a winner and a loser is that the winner never gives up on getting people involved, and a loser says, "What's the use?" One chapter president may have come up with an answer to this question. He began his year with 72 members and at his first meeting there were 18 Jaycees present. He had the secretary begin keeping track of who was there and who wasn't. After every meeting he would go over the list and see who wasn't there. During the next two months he visited every single member who hadn't been coming to the meetings. Some interesting things were discovered. One member he talked with had wanted to play third base on the softball team, but the team was dedicated to winning and didn't feel he was good enough to play any position. He quit coming to meetings as well as the ball park. The president asked the chapter at the next meeting how many would like to put together a "fun" team in addition to the serious team. They now have two teams and the nonperforming Jaycee is playing third base, coming to meetings and working on projects. Another Jaycee he visited confided in him that the guy who signed him up told him: "We need new blood in the chapter and we need new ideas." This new member brought out the fact that the first idea he brought up was laughed at and he really didn't need that kind of treatment. The chapter president changed the subject to what else he did in his spare time and found out he was big in the conservation commission and with a hunting-game preservation club. The chapter president suggested that they never had been able to get anybody to be chairman of the Shooting Education program and he could surely offer a lot to that program. The chapter ran the program for the first time and helped over 100 children learn how to safely use firearms.
98

A third non-performing Jaycee was visited. He didn't feel he could help the chapter and didn't feel the guys were friendly. The chapter president talked to him about his family, his goals and finally his job. The man worked for a dry-wall company. The chapter president mentioned that the chapter had a Haunted House project and really needed some advice and help on how to construct the various rooms so they could get a maximum number of scenes. The president went on to explain that it would be especially challenging and fun this year because they had secured an old barn on a dark country road. The Jaycee agreed to chair the construction part of the project. The Haunted House raised over two thousand dollars net profit and the following year that previously non-performing Jaycee was elected to office. You may have discovered the true secret of making non-performers perform ... genuinely caring about those people you work with. In order to reduce the number of non-performers around you, you have to want them to perform, work at helping them perform and be willing to wait for them to perform. Your role as a leader can be reached by following the Golden Rule of Success: You can get everything you want out of life if you help enough other people get what they want out of life. Do you know why YOU CAN SUCCEED? You don't have any competition! That's right, no competition! Not very many people really have the desire to help others reach their potential, they are mostly "!" and "ME" oriented. "I can do this!" "What's in it for me?" Many non-performers have been trained in the wrong areas. Most of the time leaders spend 85 percent of their training effort on the nuts and bolts of running a project and only 15 percent of their time on people. It should be the other way around.

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HANDLING NON-

PERFORMERS
Identify the problem.
1. Look in the mirror - ask yourself these questions: Have I taken the time to understand him as a person? Have I been fair and honest in dealing with him? Have I given him my full support? Have I offered him encouragement? Have I fully explained his job responsibilities? Have I explained the benefits he can gain from doing his job well? Have I worked with him in establishing goals? Do I make sure others don't interfere with him when he's doing his job? Have I given him the necessary help? Do I give him credit for what he has done or do I take the glory from his work? Do I praise in public and correct in private? Ask these questions about him: Is he overloaded? Are outside influences such as work, family, health, etc., affecting his ability to carry out his Jaycee duties? Does he understand what he is supposed to be doing? Does he understand how important his job is to the total effort? Is he afraid to ask for help? Additional training. Praise and encourage him and his efforts. Reassign part of his responsibilities. Talk to him personally about overcoming his problems. Be sure to spend more time listening than talking. Be sure the visit with him is in private. Change the leader he reports to. Change your approach in working with him. Get help from your assigned state officers. Change his duties. If you know you are the problem, straighten yourself out. If all of the above fail, replace him.

That same chapter president had to replace two members of his board of directors. It is not easy to replace people even if you have looked at yourself to see if you are his problem, given him extra training, relieved part of his duties due to promotions he got at work, changed the person he reports to and have talked to him about overcoming his problems. The chapter president knew both men had been promoted at their respective jobs so he visited with his best friend, his wife and even prayed about how he was going to tell them they had to be replaced for the good of the chapter. He took both of them out to lunch seperately to tell them. The first officer he talked to knew what the lunch was for and apologized for not having resigned. He had been promoted at the bank and had additional responsibilities that prevented him from being a good officer. The second officer "blew up" at the thought of being replaced. The chapter president asked him about poor anendance at general membership and board meetings. The officer said he had been awfully busy because his company now owned three lighting stores instead of one and he was the accountant in charge of sening up their books and training the bookkeepers. The chapter president explained that he knew he was very capable and had a lot to offer the chapter, but realistically he didn't have the time to share that talent with the rest of the chapter. The president suggested that he gracefully resign due to business commitments and run for an office when he had the time to devote to doing a good job. He explained that everybody in the chapter could understand added job duties, but not too many would be understanding of somebody holding an office and not doing the job. Both of these men have since held offices and five years later continue to be Jaycees.

2.

What Can Be Dotle

1. 2. 3. 4.

5. 6. 7. 8. 9. 10.
99

How To Replace A Non-Performer

1. If you have taken the time to go over what was just covered, you may not have to replace him, he may resign. Meet with him in private and allow him the opportunity of resigning gracefully. Offer to announce a reason that will not embarass him. Like, "Due to more responsibilities at work, Jerry will have to step down as a director." Review with him the provisions of your bylaws regarding the replacement of officers. Secure a performance commitment from him at a board meeting in front of his fellow officers. Handled properly, replacing a nonperformer may be in his best interest.

2.

If you fail to use the opportunity to develop somebody you are working with, you are personally responsible for robbing society of a potentially productive human being.

3.

4.

APPENDIX
WORKING WITH PEOPLE THE FUN WAY
Retreats -Resort areas are sometimes free, particularly if you give them the time to make a sales pitch. - Retreats can be a very useful way of getting all the people you work with to get to know each other bener. Some of the ways you can use a retreat: -Planning session -Fun and work session -Members sharing the same cabin, getting to know each other -Board meetings -Re-evaluation session -Always do some work - the relaxed atmosphere is too great to lose. Rap Sessions Rap sessions allow people to really speak their minds. Brainstorming at these sessions brings new ideas to your team. Some things rap sessions do: -Give team members an informal discussionsetting. -Help your team develop a theme or major area of discussion. -It is a place where eveyone's ideas must be respected. -Everyone must be given an opportunity to contribute.

5.

Take the time to know your people, give them leadership training and most of all remember that you are in the "PEOPLE BUSINESS" and you will have a minimum of non-performers.

SUMMARY
"I consider my ability to arouse enthusiasm among the greatest assets I possess, and the way to develop the best that is in a man is by appreciation and encouragement. There is nothing else that so kills the ambitions of a man as criticism from his superiors. I never criticize anyone. I believe in giving a man incentive to work." Charles Schwab Look at this guide as a working handbook on dealing with others. Whenever you are confronted with a specific problem hesitate about doing the natural thing, the impulsive thing. Stop and turn back to the pages in this guide and review the paragraphs that you felt were important, then try them. This guide is designed for YOU, because you are important to the lives of others. YOU have been trusted with guiding the lives of other people and this guide will help you be the best you can be. Remember the words of Dale Carnegie: "The person that is not interested in his fellow man has the greatest difficulties in life."
100

Socials
Make your team fun! Socials are a good way of gening all of your teams' families together. Here are some ideas to get your "family" team together. -Picnics -Football games -Potluck suppers - "Bring your own cocktail" party -Christmas/holiday parties -Think of your own and use your imagination

WORKING WITH PEOPLE FORM

MEMBER'S Wife's name Address Home phone Send mail to ( Occupation Work address Boss' name Boss' attitude toward Jaycees: City Job title _ ) Home ( Work phone ) Business Employer Zip _ _ NAME Children's name(s) City ( ----------- Jaycee I.D. Number age __ , Zip ) Please don't call at work age _

SPECIAL OCCASIONS: Member's birthday: Church & Activities: Wife's birthday Anniversary: _

Hobbies:

Special skills:

Work with other community organization (offices held, commitments)

Date joined: Former chapter: Awards earned: Why did he join?

Signed by: Offices held:

Areas he has expressed an interest in:

(please put additional information on back)

101

-,
1

During :i hike 1!1 the wooos, a troup of Boy Scou ts came ;\11 :Ji)andun~d -,edion of railroad track. Each, in tUIII, ri.;d \\".tlki:1g lhe raiis but eventl1a!ly lost his balance and t'mblcd off. Suuoenly two of the boys, after considerable whispering, ,rrl'red to kt that they could both walk the entire length of be track without ialling off. Challenged to make good their -oast, t!w 1\"") boys jumped up on opposite r:Jils, extendt:d a land to baLmcc each other and walked the entire section of rack with nu difficulty w:latever. 1'h;s cuoperative effort was described ;n Bits & Pieces, :eonomics Press, Inc .. publicatioIl. which points to the ncident as a primc l'xamplc oi accomplishing a task througb

c!o's

TEN

COMMA~H)MENTS
shalt love 11eojJl~, not just develop thy use them.

OF PEOPLE RELAT~ONS
I. Thou

n. Thou shalt m." -,. shalt

understanding. more than criticize.

compliment

ea Il1W l)r k.

IV. '1'.10\1 shalt not get angry. If you are right, you don't need to. If you are wrong', you can't afford to. V. Thou shalt not argue. It's no use to win people. the argument and lose the

Thl' d:!)' of tltc hermit and lone wolf is gOIlC forever. We io things better, we produce more and we live better by lclping. each other. The person who lends a helping hand !cnl'fils hi,nscif at the same time tbat he helps the otl}er !{'rson The reverse is also truc. When we don't help each other, I'hen we dun't cooperate, the whole system starts to rattle and hake -- whether it be a community or a business. In the Imsincs~ wor!J t:le difference between a successful company and a poor one, an effeclive departJ~1ent. and an neft'icient one is quite often a reflection of the cooperation Ir !ack of it -- among the people who work there. Whcn the:e's 110 cooperation .- no spirit of the helping lanu frl'e]y l'xtl'ntkd - what might I,ave been an interesting, :haJienging assignl11ent becoll1cs ~1grudging chore. But when people willingly help each other, that spirit of e:ul1work has a way of removing any unpleasant aspects of the 00 ;,head for a dep~ltment or a company. Worth thinking about.

VI. Thou shalt be kind. You had better be kind to people you meet on the way up! They are the same ones you meet on the way down. VII. VIII. Thou Thou shalt shalt shalt have smile. practice what thou prcachest. a sense of humor.

IX. Thou

X. Thou shalt establish a long-range habit of peoplemanship. Good human relations can be the I~ey that opens the door to ~'our business success.

- The Pickup, United Parcel Service

Sooner of later a man, if he is wise, :Jiscovers that life is a mixture of good :Jays and bad, victory and defeat, give and take. lie learns that it doesn't pay to be a too sensitive soul: that he should let some things go over his head like water off a duck's back. He learns that he who loses his temper usually loses out. He learns that all men have burnt toast for breakfast now and then, and that he shou!dn't take the other fellow's grouch too seriously .. He learns that carrying a chip on his shoulder is the easiest way to get into a fight. He learns that the quickest way to become unpopular is to carry tales and gossip about oihers. He learns that buck-passing always tums out to be a bo()l/1e~ang, ar,d that it never pays .

He comes

to realize

that

the business

could run along perfectly well without hi(n. He learns that it doesn't matter so much who gets the credit so long as the business benefits. He learns that even the janitor is human and that it does no harm to smile and say "Good Morning," even if it's raining. He learns that most of the other fellows are as ambitious as he is, that they have brains as good or better, and that hard work, not cleverness, IS the secret of success. He learns to sympathize with the youngster coming into the business, Uecause he remembers how bewildered he was when he first started out. He learns not to worry when he loses an order, because experience has shown that if he always gives his best, his average will break pretty well. n

He learns that no man ever got to first base alone, and that it is only through cooperative effort that we move on to better things. He learns that bosses are not monsters, trying to get the last ounce of work out of him for the least amount of pay, but that they are usually pretty good fellows who have succeeded through hard work and who want to do the right thing. He learns that folks are not any harder to get along with in one place than another, and that the "getting along" depends about ninety-eight percent on his own behavior.