News and Commentary for Triangle Leaders

Brought to you by the Fraternity Strengthening Committee of National Council

We're glad to know you're reading this newsletter. Several of you have made comments that you think will improve the quality and readability of the EXPONENT and we're thrilled with what you have had to offer. We will try to incorporate as much of your insight as we can given space, time, and other constraints. Please don't hesitate to continue to give the editorial staff your concepts, ideas, and other commentary. We like to hear the good and the bad and expect that you'll tell us both! Thanks for your continued support as the National Organization brings you more and more good products and services like the EXPONENT!

TRIANGLE FRATERNITY

Is Serious about Scholarship

Sets and Demonstrates High Standards

Celebrates Achievement

• Editorial Corner
  • I Am My Brother's Keeper
• Brotherhood
  • Membership Has Its Obligations
• Chapter Management
  • Building a Better Brotherhood
  • Will You Fiddle While Your Chapter Burns?
  • The Ten Commandments of Leadership
  • Rush Leadership
• Spotlight on Triangle Chapters
  • I Calculate the Probability of Success at 99.990923%, Captain...DATA & MSU
• Spotlight on Triangle
• Spotlight on Prominent Triangles
  • Meet Your Councilmen: Kurt Over pitt83

I Am My Brother's Keeper

Tim Eiler minn87

Part of my vision for Triangle is that every Brother in this fraternity takes an active role for himself in Triangle that he continues throughout his life. My home chapter's vision statement was, a short while ago, "Every man who comes to our door will want to join." Part of my vision is that "Every man who is a Triangle Brother, will do everything in his power to continue an active, lifelong, and positive role in Triangle."

I have recently heard that we ought to be distancing ourselves from "the bad element" in the Greek world by essentially disassociating ourselves from other Greeks at every chance. In my mind, we need to associate instead. We MUST NOT tolerate bad behavior on the part of other organizations, however. Lincoln said "A house divided against itself cannot stand." If we allow poor behavior in others to go unnoticed and unpunished internally, how can we, in good conscience, "maintain our self-respect by proper conduct?" No fraternity man, especially no Triangle Brother, can ever do something "outside" his fraternity existence. We are all shamed or filled with pride by the behavior of any single individual in the Greek system, especially that of a Triangle. Therefore, "If we don't stand together, we'll surely hang separately" (Ben Franklin) as others will see no distinction between us and other Greeks, no matter how much we try to distance ourselves from them.

Since that's the case, we MUST at all times go out of our way throughout our lives to follow the precepts of our Ritual, follow the Triangle Code of Ethics, and in every way live lives that are sources of inspiration for our Brothers. If we show that we are men of higher purpose, gentlemanly behavior, and general virtue, we will have success built over time. That success will show others that to be successful, a man only need conduct himself a certain way...This isn't an easy or a quick solution, but it is one that does work. The time is ripe for an organization that can do this well. Catch the wave. Don't tolerate bad behavior. Model good behavior. Be Successful!

Membership Has Its Obligations

Tim Eiler minn87

(with borrowed concepts from the Kappa Alpha Order Fraternity)

A [Triangle] Brother agrees:

1. That he has the time to give to the interests of [Triangle].
2. That he regards [Triangle] with a spirit of sincerity and respect, and that he desires to give its teachings his earnest consideration.
3. That he intends to cheerfully perform whatever tasks may be assigned him for the good of [Triangle].
4. That he will at all times conduct himself as a gentleman.
5. That he will labor with diligence to maintain his scholarship.
6. That he will take part in worthy college activities.
7. That he will receive every member of his chapter as a Brother without reservation or evasion.
8. That he will at all times keep current with his financial responsibilities to the chapter and to others.
9. That he will exert every effort through study and diligent application to become eligible for initiation.
10. That he will ever exert himself to live up to the ideals of [Triangle] in obtaining the right to wear the badge of full membership.

Product

Building A Better Brotherhood

Jeff Meletio
PKA Fraternity

Most of us would agree that in the course of our lives the period referred to as "the college years" stands out as one of the most critical times in our personal development. Friends are met, a career is selected, personal values are clarified and independence is gained. Decisions that are made and ethics that are materialized at college will shape a young man's life. Our mission is for [Triangle] to help facilitate the learning and growing process. With the right programs in place, a fraternity experience can provide a basis from which we can all grow intellectually, socially, personally and ethically.

Think for a minute about your own chapter. Now think about the men in your chapter. Most of these men probably became better men because of their association with [Triangle]. However, you could probably also point to some mindless decisions or poor judgment calls made by chapter members which were influenced by the fraternity environment. We must ensure that the fraternity experience is wholly positive and influences members to make the best decisions possible. How do we do this? Through education.

Pledge education is a very strong area of programming for many of our chapters. Why then should we stop educating our members once they have been initiated? We shouldn't. Certainly there are programs that are geared toward initiated members, but rarely have they taken a structured form. Since Pi Kappa Alpha now recognizes the function of fraternity education for all its members, it is time that a new commitment to greater structured educational efforts be undertaken. To facilitate this, the Headquarters staff has developed a comprehensive continuing education program and manual which are available to our chapters.

Post Initiation: Continuing education begins the day after initiation. One of the main objectives of a chapter's program should be ritual education. As we all know, initiation can be one of the most memorable and significant steps in a young man's life. The experience can, of course, also be a little overwhelming. Because of this, the principles and ideals of the ritual are often forgotten soon afterward. The continuing educator has the responsibility of renewing members' awareness of the values and principles upon which [Triangle] is founded and reminding them of the personal commitment each member makes to honor and uphold these ideals.

The continuing educator should conduct post-initiation meetings for new members to talk about the ritual and heighten their awareness of its importance. These meetings are also great opportunities for new members to evaluate the pledge program and make suggestions for program improvements. In addition, the obligations of membership (i.e. financial, participation, scholarship, rush, character) can be discussed. Just remember that new members are full of questions that they are usually scared to ask. These post-initiation sessions can serve as how-to workshops for young, promising [Triangles].

Speakers Program: Another main objective of the continuing educator should be to establish a chapter speakers program. The speakers program is designed solely for the personal development of chapter members. These speaker presentations help members make mature decisions throughout their fraternity years, and provide opportunities for the chapter to address some major issues that face all college students such as sexual harassment, race relations, or employment after college. The continuing educator should use his own judgment in assessing problems or potential within the chapter and should line up speakers to address the chapter concerning these issues. One topic that should be covered by all chapters is that of sexual responsibility. The term "safe sex" seems to be almost a cliche in this day and age, but the message still isn't getting across. College age men are among the most sexually irresponsible. Many problems face our chapters on a day to day basis: the alumni chairman didn't set up the alumni event like he said he would; the neighbors are complaining because of last night's party. Now imagine that one of the guys in the chapter admits he has AIDS. That makes the other problems seem pretty insignificant. It is up to the chapter to keep the brothers educated in hopes that no one ever has to face that scenario.

Membership Surveys: Another responsibility of the continuing educator is to conduct membership surveys. The purpose of these surveys is to gather the opinions of the rank-and-file members of the chapter. If the survey is conducted in a serious manner, it will provide a better perspective on where the brothers see the chapter going, and, in particular, the direction of the educational programs. The surveys should be anonymous and should challenge the brothers to identify the real strengths and weaknesses of the chapter. They should also solicit suggestions for improvement. The continuing educator should also conduct an officer evaluation. This anonymous evaluation will help identify the strengths and weaknesses of the chapter's officers and committee heads. The evaluation should be designed so that members will give each officer/committee head a numerical rating from one to five. Again, solicit some constructive criticism and suggestions for improvement. The continuing educator should analyze the completed surveys and meet with each officer and committee head to go over the results. The evaluation is simply a means of improving the performance of the chapter's leaders.

While methods and styles of different continuing education programs will vary, the broader focus should remain constant. The role of [Triangle] in helping members meet and overcome the challenges they face can be terrific. A continuing education program attempts to reach and develop all members of the chapter. You are now presented with the challenge of designing your own program which caters to the specific needs of your chapter. If your chapter does not currently have a membership development chairman or continuing educator, appoint one as soon as possible.

Leadership

Will You Fiddle While Your Chapter Burns?

Tim Eiler minn87

(excerpts from Success Magazine December 1991)

PHASE ONE: The Idealistic Risk Taker
Every great leader starts out with an eagerness to create change. Nero was disgusted by Rome's violent culture and he began by pardoning condemned prisoners, forbade gladiatorial games, and tried personally to introduce an appreciation for the arts into his society.

PHASE TWO: The Embattled Hero
At first, everyone abuses the leader and predicts his failure. Nero was mocked for "unmanly" behavior, for instance. A true leader doesn't give up, however. He has this little voice inside that just says "get on with it." He's not willing to let the world impose limitations on him.

PHASE THREE: The Megalomaniac
The danger starts at the moment of greatest success. For Steve Jobs, it was when Apple Computer skyrocketed to a billion-dollar corporation. For Nero, it was when he concluded a treaty with Rome's ancient enemy, the Parthians. He was hailed as the greatest Roman peacemaker since Julius Caesar.

With success can come delusion. The leader begins to think he's infallible. A true leader balances his drive for dramatic change with a manager's sense of orderly process. A tyrant dismisses levelheaded caution as "negative thinking." Drunk with importance, the leader succumbs to ever-wilder excesses of rhetoric and action. The vision gets divorced from reality.

PHASE FOUR: The Despot
A true leader will deliberately surround himself with able and fearless advisors. A tyrant will lash out at critics and "traitors" until only the bootlickers remain and, in so doing, will cut off his sources of truth. Ultimately the tyrant's "subjects" resolve to strike back before their own turn comes on the firing line. Humility is the primary safeguard against the Tyrant Cycle. The best leaders have been chastened by past failures, even if those failures weren't their own.

Put this in context of yourself or the other leaders of your chapter. How can you avoid becoming a tyrant, instead becoming a leader that will be remembered by your chapter and by all of Triangle as one that really made a difference for the fraternity? Analyze your behaviors. Seek out solid, reasonable, and qualified advice from your peers. Observe other leaders outside Triangle to benchmark their behaviors so you can integrate the best into your own skill set. This type of activity, this betterment of yourself, is something that will carry you well into life beyond your active chapter years!

The Ten Commandments of Leadership

Merle Newlon lou73

(from the original Triangle Exponent, 1991)

1. People are illogical, unreasonable, and self-centered. Love them anyway.
2. If you do good, people will accuse you of selfish, ulterior motives. Do good anyway.
3. If you are successful, you win false friends and true enemies. Succeed anyway.
4. The good you do today will be forgotten tomorrow. Do good anyway.
5. Honesty and frankness make you vulnerable. Be honest and frank anyway.
6. The biggest person with the biggest ideas can be shot down by the smallest mind. Think big anyway.
7. People favor underdogs but follow only top dogs. Fight for a few underdogs anyway.
8. What you spend years building may be destroyed overnight. Build anyway.
9. People really need your help, but may attack you if you do help them. Help them anyway.
10. Give the world the best you have and you'll get kicked in the teeth. Give the world the best you have anyway.

Rush Leadership

excerpt from TKE fraternity Recruitment Manual

As Rush Chairman, it is often your responsibility to appoint and organize a Membership Committee. This group should be small enough to be workable, yet large enough to get a big job done. The majority of the committee should be new initiates, for they are usually more enthusiastic and have closer ties with new students.

The rush committee must serve in two main areas. The first area, and often the most neglected, is the organization and training of the chapter membership. You'll want to do this by conducting a rush seminar to discuss and review the basics of how to rush.

The second main area of responsibility for the Membership Committee deals with the actual program and procedures for rushing potential members. Your committee will want to develop a recruitment strategy and plan a program of events and functions which will attract new members to your chapter.

In addition, the Rush Chairman should delegate certain functions to the various members of his committee. The sub-committees may be as follows:

Clerical: responsible for letter writing, keeping records on all rushees, filling out invitation lists, keeping national offices informed.

Transportation: responsible for seeing that individual chapter members are assigned to individual rushees to bring them to rush functions and to take them home.

Refreshments: responsible for having refreshments at rush functions.

Program/Event Chairman: responsible for outlining the framework of each function and seeing that the separate phases of the party go as scheduled.

An important part of the rush function is the ability of the Chair to lead the chapter members in developing loyalty, interest and hard work from each member. Therefore, as the Rush Chair, follow these nine steps of being a leader, and you will be on your way to a well supported rush.

Give each member a sense of belonging, make each person feel that he is honestly needed for himself, not just his hands, money or time.

Share the planning of group goals, let everyone air their ideas and weigh each one equally.

Reachable goals - the membership must be convinced that the goals are attainable and sensible.

Objectives of Rush - let each member help decide what objectives the group as a whole will use to work towards the goals.

Expectations - let each individual know clearly what will be expected of him.

Challenging responsibility - the members receive certain tasks that contribute toward reaching the rush goals.

Show progress - let all members know through reports and announcements how far the group has to go before reaching chapter goals.

Keep members informed.

Always give recognition to those who are deserving, be fair in your treatment of members and show that loyalty will bring increased security.

Rush Orientation - "Nine Commandments of Rushing:"

Think like a rushee and you'll act like a good rusher. Remember, he is probably a graduated high school senior and leaving home for the first time, knows nothing about college and especially fraternities. Make him feel at home!

Assume that a rushee knows nothing, because he doesn't know any more than he's read in the papers and been told by somebody who knows or who's given him a list of the best fraternities on campus (probably invalid). He doesn't know the terms you use and he doesn't know the Greek alphabet. Explain everything.

Sell the fraternity system first. He has to sold on the idea of a fraternity before you can sell him on your chapter.

Spectacle is cheap. Not cheap in cost, but cheap in effect. Personal contact is paramount; spectacle can supplement it, but cannot replace it. (In other words, spending a King's Ransom on rush may not be the best way to make personal contacts.)

Keep in mind what you are selling. You're selling a group of friends. Diverse and varied in interests, but who share the same values.

Make friends. Most rushees tend to join where they have the most friends and believe the other brothers to be the best group they can find. Be yourself, put your best foot forward and try to present yourself as a good example of your chapter, but be honest, straight-forward, and friendly.

You get what you rush. The trouble with most rushing techniques is that they attract the more casual, insincere types, and worse, they frighten away or disgust the highly motivated men who will do something for the chapter and in return improve themselves.

What's the competition? Is it other fraternities or other clubs and organizations? In either case, do not knock the competition. You should explain why you have so much more to offer.

Keep good records. If you talk to a great guy, it is to your advantage to be sure he doesn't get lost in the "rush." If you find a successful rushing approach, give it to the rush chairman. Don't trust your own memory, write it down AND send it in to the National Office!

I Calculate the Probability of Success at 99.990923%, Captain...DATA & MSU

Keith Moss msu89

President, MSU Alumni Organization Board

This situation created a tremendous sense of urgency with a group of concerned alumni from the late eighties and early nineties. As it turns out, many of these msu alumni living in Detroit were already meeting socially on a weekly basis, and were already attempting to start and nurture an organization called DATA (Detroit Area Triangle Alumni) as a way to increase their social network from it's current loose grouping of 5-10 members. As the news sunk in of the crisis situation that had developed at the chapter, conversations among DATA members and other local alumni increasingly focused on the chapter.

At a meeting of the entire membership, with all Active members present (at least by phone), and nearly two dozen alumni, we took the plunge. We decided not to request a formal suspension from the National Organization, but to take a new route blazed by the Louisville Chapter - Reorganization. Under reorganization, we never lost our charter, nor did we have to reapply for a charter at the next National Convention. The plan was for the Alumni Organization to take over primary responsibility for the Active Organization, and to keep those responsibilities until the Active Chapter is at a satisfactory level as judged by the Alumni Organization of the Chapter. National accepts this "internal suspension" until the Alumni Organization says the Actives meet the goals set for it. This request to Reorganize was accepted by the National Council at the 1995 Convention.

Once the decision was made to reorganize, our alumni stepped up to the plate and successfully paid the price of success in honest effort. They spearheaded rush by giving presentations at the Engineering Open House, held seminars at the Engineering Building, published a new and creative Rush Newsletter, and did all of the other activities required for Rush - netting 6 quality pledges. These alumni also ran a well-organized pledge program, participated in three work sessions to clean and fix up the house, and ran the initiation ceremony. Perhaps just as important, these alumni made regular trips to East Lansing to be with the pledges for social gatherings (tailgate parties, foosball, bar nights, flag football, etc.) and successfully built up morale, a team attitude, and the bonds of brotherhood.

By Fall of 96, we reasonably expect to have 10 brand new active members, all of whom will be living in the chapter house. We now feel that we're just one or two good Rushes away from having a truly healthy and self-sustaining active chapter. If you'd like more detailed information, please read our Spring 96 Newsletter.

There were three very important characteristics of the alumni group who took the responsibility and risk to save the msu chapter. First, they were actives at a time when the house was healthy in size and vibrant with morale - so they were not necessarily doomed to repeat the mistakes of the recent past. Second, they had maintained strong friendships after graduation. Third, they shared a highly focused sense of urgency - to the point that many alumni were angry and outraged over the situation. In addition to our excellent alumni efforts, our relationship with National cannot go unrecognized as an integral part of our rebirth. We received more advice, support, encouragement, and visits than we ever could have hoped for. Thanks!

It seems that the msu chapter will indeed survive, but what about DATA? Because the core DATA group consisted of mostly MSU alumni, and because DATA was formed roughly around the same time the chapter was restarted, many brothers mistakenly think that DATA was formed for the purpose of saving chapters. That is not true, but it does raise an interesting point. While some say DATA's progress as an official organization has been dampened by the efforts to restart the MSU chapter, I believe that all the hard work and effort put into revitalizing the chapter drew us alumni closer together as brothers, and through our teamwork we rediscovered just how special and sacred Triangle is to each of us. Because of this, I believe that in the long run the msu reorg efforts will help DATA succeed at least as much as members of DATA helped the MSU chapter succeed. I'm proud to say that DATA seems to be growing more than ever before. Just last month DATA held another meeting with the purpose of defining the structure, discussing our vision and goals, electing officers, etc. Now DATA is in full swing, with four chairmen: Al Vartorella (tol: director), J. Carson Mantooth (mtu), Jim Bujaki (msu) and Eric Lentz (msu). DATA also has an active e-mail exploder for communication and announcements. It seems that DATA is well poised to grow and continue building a strong social network for all Triangle brothers in the Detroit Area.

Don't forget that the time for submission of your entries for the Summit Award is also coming up soon. Drop a note to the National Headquarters if you have questions, need advice, etc.

ELECTIONS are coming soon!!! Look for your ballot in the soon-to-be-delivered Triangle Review. We normally get a very low voter turnout and we'd like to see that change. Take the time to vote and you won't be sorry!

Meet Your Councilmen: Kurt Over pitt83

EXP: Tell us about yourself.

Br. Over: I was initiated at the Pitt chapter in 1983. I earned a degree in Computer Science from Pitt University in 1986. My current residence is in Verona, PA, just North of Pittsburgh. I am employed by Aristech Chemical Corporation of Pittsburgh (they are the ones who make my email address so long :-). I am an Applications Analyst for them and, as such, I design, implement, and maintain software applications for corporate, technical, and financial uses.

EXP: How have you been involved with Triangle over the years?

Br. Over: In the Pitt chapter as an active, I served as Undergraduate Rush Chairman and Athletic Director. As an alumnus, I have been Pitt's Alumni Vice President (from 1989 - 1991) and Alumni President (from 1991 - 1994). I have attended multiple National Conventions and Leadership Schools (1983, 1985, 1986, 1993) since I've been a Brother. As a National Volunteer, I have been on the Alumni Programming Committee (1994) and am currently a member of National Council (elected in 1995)

My favorite chapter memory is probably when the Pitt chapter won the fraternity volleyball championship. I also fondly remember the final comments at chapter meetings. As an alumnus, I was also pretty happy when we burned the mortgage on the chapter house. My favorite memories from a national perspective are socializing with other chapters in St. Louis in 1986 and reading Br. Jeff Scott's commentaries (Rush = Sex) on the Internet.

EXP: What do you see Triangle doing Nationally in the future?

Br. Over: My goals for Triangle include having increased relations between members from different chapters at all levels of the fraternity, more participation by alumni members, and more programs intended for alumni members. To do this, I will work hard and hope to exceed expectations I have for myself. I plan to help facilitate improved communications between chapters and individual Brothers over the Internet also.

TRIANGLE FRATERNITY

Is Serious about Scholarship

Sets and Demonstrates High Standards

Celebrates Achievement