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THE EXPONENT: Volume 00, Number 1
"YOU to the power of US"
"The self is not something ready-made, but something made in continuous formation through choice of action." - John Dewey
Okay, so the planet didn't cease to exist in a fiery disaster. All the
computers in the world didn't stop functioning (man, what a racket we
tech folks have got going--get everybody to buy computers and then we
nail them for another price to make sure that they don't stop working
at some artificial point. Next I say we tell everyone that they'll stop
in February 2001 and that we can only fix them by working from
terminals on the beach in Tahiti ;-)
Well, since nothing has stopped, I'd guess that Triangle and
Triangles had better not either. This is, after all, the century in
which Triangle Fraternity can thrive - becoming widely recognized as a
powerful force in the lives of its members. This is the century when we
can achieve the milestone of 100+ strong, healthy chapters. This is the
century when we can do something big with our Fraternity. I don't know
about you, but I want to be a part of that. Like you, though, I don't
want to just be pulled along by the work of others. My character won't
allow that - like you, I've got to be part of the team that gets it
done!
Just one last thing in this welcome: The editorial staff hopes
that you, especially the actives who read this, won't just take the
Exponent as something fun to read, or worse, something that just shows
up in your mailbox headed for your electronic trash basket. Instead, we
hope that you'll actually read this and find it useful!
Contents
- Boss or Leader?
- Author unknown
A Boss creates fear.
A Leader creates confidence.
Bossism creates resentment.
Leadership breeds enthusiasm.
A Boss says: "I".
A Leader says: "We".
A Boss fixes blame.
A Leader fixes mistakes.
A Boss knows how.
A Leader shows how.
Bossism makes work drudgery.
Leadership makes work interesting.
A Boss relies on authority.
A Leader relies on cooperation.
A Boss drives.
A Leader leads.
Which type are you? - ed.
- Deming Distilled - Dr. Deming's principles of Total Quality Management
- A. Mead MD
For those of you who don't already know, Dr. Deming was one of the
pre-eminent quality and management gurus of the 20th century. His 14
points and many of his other works are one of the quintessential reads
for anyone interested in how business should run. Lest ye naysayers
think there's no application to Triangle in this, I encourage you to
read it and replace the business terms with Fraternity-related words.
If you boil this philosophy down, it's not the fad of the month, it's
real common sense - ed.
Clarify your Concept
Define your mission/vision/goal -- aim for constant improvement in the
product or service you offer your clients. You cannot do this without
maintaining a high level of motivation and satisfaction in the people
that comprise your organization -- consider that an aspect of your
goal.
Realize your Concept
With clear vision and energetic motivation, make your concept a matter of daily practice:
- have a long term, not short term profit orientation.
- find, understand (the causes), and root out the 4 detriments (fear, jealousy, anger, revenge).
- eliminate practices that undermine workers' self / mutual
respect and motivation (production quotas, sloganeering, sexist /
racist expressions, favoritism / nepotism).
- foster all chances for pride of workmanship and sharing in the improvement process.
System & Process Management [the Core of TQM Practice]
Study and understand in ever greater depth the process of production or
service that you are delivering. Deming's 85/15 rule: 85% of a worker's
effectiveness is determined by the system he works within, only 15% by
his own skill. To break down your system into meaningful blocks for
analysis, consider your "internal customers" of processes.
- Look at inputs from suppliers -- when you understand the importance
of quality and timeliness in your inputs, you will stop buying on
low-bid only.
- Quantitative analysis of process -- use Statistical Process Control, monitoring of critical variables, charting.
- Monitor before and after changes. Use Plan/Do/Check/Act cycle repeatedly.
- Monitor "outputs" throughout -- when doing this, you can cease
or de-emphasize end-point inspections. Refine the entire process; make
everyone responsible.
Constant Learning
- Before hiring -- rigorous pre-employment screening.
- Before working -- rigorous pre-work training.
- Retrain on the job.
- Management must constantly learn from entire team as well as clients and competitors.
Editor's Note: This sounds a lot like new member stuff, doesn't it.
By the way, though, "rigorous" does NOT imply hazing is okay
Teams and Leaders
All levels of the organization must be involved, starting with full
commitment at the top. Eliminate organizational and physical barriers
to teamwork. Eliminate performance ratings. Emphasize stability and
constancy of effort -- steady small gains rather than disruptive crash
programs. Avoid unsettling changes without involving whole team.
Involve suppliers, help them with Quality management. Involve your
clients, get their feedback and ideas. Send your staff to both
(suppliers and clients) to learn.
Reap the Rewards
Spread profits to workers as a team (but eliminate merit pay for short
term performance). Enlist pride of workers in improving the system;
empower people to take charge of work environment, safety issues, etc.
Encourage pride of workmanship in delivering the product. Finally:
spread what you have learned to the community.
- Great Lessons in Leadership
- Quotes from General (Ret) Colin Powell
- Being responsible sometimes means pissing people off.
- The day soldiers stop bringing you their problems is the
day you have stopped leading them. They have either lost confidence
that you can help them or concluded that you do not care. Either case
is a failure of leadership.
- Don't be buffaloed by experts and elites. Experts often
possess more data than judgement. Elites can become so inbred that they
produce hemophiliacs who bleed to death as soon as they are nicked by
the real world.
- Don't be afraid to challenge the pro's, even in their own backyard.
- Never neglect details. When everyone's mind is dulled or distracted, the leader must be doubly vigilant.
- You never know what you can get away with until you try.
- Keep looking below surface appearances. Don't shrink from doing so (just) because you might not like what you find.
- Organization doesn't really accomplish anything. Plans
don't accomplish anything either. Theories of management don't much
matter. Endeavors succeed or fail because of the people involved. Only
by attracting the best people will you accomplish great deeds.
- Organization charts and fancy titles count for next to nothing.
- Never let your ego get so close to your position that when you position goes, your ego goes with it.
- Fit no stereotypes. Don't chase the latest management
fads. The situation dictates which approach best accomplishes the
team's mission.
- Perpetual optimism is a force multiplier.
- When picking people look for intelligence,judgement, and most critically, a capacity to anticipate, to see around corners.
- "Great leaders are almost always great simplifiers who can
cut through argument, debate and doubt, to offer a solution everyone
can understand." (Michael Korda)
- Use the formula P @ 40 to 70, in which P is the
probability of success and the numbers indicate the percentage of
information required. Once the information is in the range of 40 to 70,
go with your gut.
- The commander in the field is always right and the rear echelon is wrong, unless proved otherwise.
- Have fun in your command. Don't always run at a breakneck pace. Take leave when you've earned it. Spend time with family.
Corollary: Surround yourself with people who take their work seriously, but not themselves, those who work and play hard.
- Command is lonely.
- Chapter Facilities: Are Yours Safe?
- NIC Campus Commentary, May 1999
Whether you have a chapter house, chapter apartment, lodge,
suite, or floor, any facility with a fraternity's name on it is the
primary physical symbol of pride for a chapter. Having a chapter
facility such as those mentioned above is a privilege that carries with
it enormous responsibilities.
The pride your members have in your organization is reflected in
the way your facility is maintained. The chapter is judged everyday by
the way it is kept and maintained. Take time everyday to pick up
miscellaneous trash and debris.
People expect to be safe in someone else's home. Hold monthly
inspections to ensure that all aspects of the chapter are in proper
order. Repair items immediately and remove liability concerns.
You may obtain evaluation sheets and other assistance from the National HQ upon just asking - ed.
Tim Eiler minn87
Triangle Fraternity National Council Past President
Former U.S. Astronaut Technical Educator
RELENTLESS pursuit of EXCELLENCE!!!
- TRIANGLE FRATERNITY
- Is Serious about Scholarship
- Sets and Demonstrates High Standards
- Celebrates Achievement
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