successful zone manual - district 7 kin

KIN CANADA

Successful Zone

Manual 2017 - 2018

Successful Zone Manual 2017-2018 Page ii

Last Updated: July 01, 2017

This manual is a copyrighted publication of Kin Canada. It was prepared by the

National Education and Training Committee, which encourages clubs to reproduce this

document without permission for the purposes of more effective operation and

administration of the club.

Reproduction in whole or in part for any other use is covered under copyright law.

Permission to do so may be requested by contacting:

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Phone: 1-800-742-5546

(PICK-KIN),

Fax 519-650-1091

E-mail: [email protected]

Attention: Executive Director

Clubs and individuals who have recommendations / corrections to this manual are

encouraged to send them to [email protected]

PRINTING INDIVIDUAL SECTIONS

The Successful series have compiled all the information Kin members need into 4

manuals. By viewing the index of each manual you should be able to find anything you

need. In our continued efforts to be green, rather than print the entire manual, you can

print just the sections you need. You can highlight the information and copy to a

separate file or highlight and print just the selected section.

NETC Vision Statement: To provide excellent training and education opportunities NETC Mission Statement: To provide dynamic, ongoing training and education that

enables and inspires members and Kin Canada to achieve their highest potential.

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Successful Zone Manual 2017-2018 Page iii

Table of Contents – Successful Zone Manual

1 Deputy Governor Job Description ................................................................................................... 5

1.1 Team: ............................................................................................................................................ 5

1.2 Responsible to: .............................................................................................................................. 5

1.3 Role: .............................................................................................................................................. 5

1.4 Responsibilities: ............................................................................................................................ 5

1.5 Recommended Skills & Experience: ............................................................................................ 6

1.6 Before Accepting the Position ...................................................................................................... 6

1.7 Time Commitment: ....................................................................................................................... 8

2 Planning your year ................................................................................................................................ 9

2.1 Goal Setting .................................................................................................................................. 9

2.2 Fail to plan is a plan to fail .......................................................................................................... 10

3 Zone Executive ................................................................................................................................. 12

3.1 Zone Coordinator/Secretary ........................................................................................................ 12

3.2 Zone Membership Director ......................................................................................................... 12

3.3 Zone Service ............................................................................................................................... 12

3.4 Zone Treasurer ............................................................................................................................ 12

3.5 Zone Director - Personal Development/Education ..................................................................... 13

4 Ideal Deputy Governor Skills ......................................................................................................... 14

4.1 Self-Motivation ........................................................................................................................... 14

4.2 Time Management ...................................................................................................................... 15

4.3 Information Exchange ................................................................................................................. 17

4.4 Decision Making ......................................................................................................................... 19

4.5 The Decisiveness Habit ............................................................................................................... 20

4.6 Delegating ................................................................................................................................... 20

4.7 Recognition ................................................................................................................................. 21

4.8 Evaluation ................................................................................................................................... 22

4.9 Coaching ..................................................................................................................................... 24

4.10 Listening - AIM .......................................................................................................................... 25

4.11 Writing ........................................................................................................................................ 26

4.12 Public Speaking .......................................................................................................................... 28

5 Know Your Clubs ............................................................................................................................. 33

5.1 Representing your clubs .............................................................................................................. 37

6 Club Visitation Form ....................................................................................................................... 41

7 How Healthy is Your Club Questionnaire ................................................................................... 46

Successful Zone Manual 2017-2018 Page iv

8 Zone Communication ...................................................................................................................... 48

9 Zone Meetings .................................................................................................................................. 50

10 Zone Conferences ......................................................................................................................... 52

10.1 Voting at a Zone Conference ...................................................................................................... 56

11 District Meetings .......................................................................................................................... 57

11.1 Pre-term Meeting ........................................................................................................................ 57

11.2 Fall Leadership Conference ........................................................................................................ 57

11.3 Mid-term Meeting ....................................................................................................................... 59

12 District Convention ...................................................................................................................... 60

13 National Convention ................................................................................................................... 62

14 Troubleshooting Guide to Club Problems ................................................................................ 63

14.1 Signs of a Club President in Trouble .......................................................................................... 64

14.2 Problem solving: ......................................................................................................................... 65

14.3 Guide to Club Solutions .............................................................................................................. 66

Successful Zone Manual 2017-2018

1 Deputy Governor Job Description

1.1 Team:

• Lead the Deputy Governor team

• Member of the District Council

1.2 Responsible to:

• The clubs and their members

• Governor

1.3 Role:

Provides support and guidance to ensure the clubs within the Zone are successful.

1.4 Responsibilities:

• Promote and model the Association’s stated values

• Be responsible to the Clubs and accountable to the Governor

• Adhere to and encourage use of Kin Canada’s Social Media Policy & Guidelines

• Stay current with Association resources such as the website, national staff, national

committees and reference material

• Ability to set goals, implement plans to achieve them

• Attend District meetings (Fall Leadership. District convention, Pre-term, Mid-term,

District Leadership Seminar etc.)

• Organize and chair Zone meetings

• Organize Club Office training Seminar

• Act as a resource and support for all Clubs in the Zone through:

▪ Club visitations / Club Executive installation

▪ regular communication / reporting

▪ coaching / mentoring / motivating

• Promote:

▪ serving the community’s greatest need

▪ membership retention and growth

▪ interclub fellowship

▪ participation in awards programs

▪ promote new member orientation and retention seminars

▪ use of Successful Club Manual

• Link between the District Executive and Clubs

• Commitment to follow the District Plan


• Participate in the Outstanding Zone Award

• Write reports for District meetings

• Attend all District meetings to the best of their ability

• Meet all requirements of the District executive, such as reporting, meetings,

correspondence and budgeting.

• Be familiar with the District House Rules, the National Policies and Procedures

and the National General Operating Bylaws

• Act as a facilitator or instructor of Kin Education

• Update and maintain Zone House Rules and Awards criteria

• Zone Historian – maintains the Zone Files

1.5 Recommended Skills & Experience:

• Served as Club President in an established and well run Zone or equivalent

• Knowledge of Kin Rules of Order

• Knowledge of District and Zone House Rules and National Polices & Procedures.

• Familiar with National, District, and Zone service projects

• Attended a Spring Zone Conference, Fall Leadership Conference and / or a District

Convention

• Display strong organization skills, problem solving and conflict mediation skills

• Goal setting, planning and implementation

• A team player, open minded and adaptable

• Written and verbal communication skills

• Familiarity with a word processing package such as Word to produce

reports/newsletters / emails

• Self-motivation and dedication to all tasks

• Public speaking or making presentations

• Knowledge of Kin history

1.6 Before Accepting the Position

Before accepting the position you should understand the financial and time commitment

you are agreeing to.

The financial commitment will depend on the position you are accepting. Most council

positions will require travelling to various clubs and locations for district meetings and

conventions. The District House rules, policy and procedure manuals and budgets will

identify which costs you incur will be covered.


You may have plans that exceed what the budget will allow for. For example some

District may provide funding for a Deputy Governor to visit each club twice. If a

Deputy Governor plans on visiting each club three times, the extra visits may not be

covered by the District. A Service Director may have plans for an aggressive

communication strategy that may include photocopy costs, mail-outs and regular phone

calls that may not be covered by the budget. The incoming Treasurer may be required to

attend the prior year District convention to present the upcoming budget. Some

Districts may require the Council members to pay for a District uniform out of their own

pockets.

Prior to accepting the position, it is recommended you discuss your plans and what is

expected of you so that you are aware of what costs are covered and which are not.

During your year on the District Council there will be at least three things competing for

your time and attention:

• your family,

• your job, and

• Kin activities.

Prior to accepting an appointment, it is important to share the Position Job Description

with your family, your employer and your club. You should discuss with your family

the time commitment and ensure they are supportive . You should discuss with your

employer as there may be times you may have to leave work early, or take days off. You

may also discuss whether the company would be supportive of your use company

resources such as the photocopier, postage machine etc. Finally, it is important you

discuss this with your club. If you are taking on a role at the Zone or District level, it is

likely you are one of the more dedicated club members, and taking on these additional

functions will have an impact on your ability to attend every club function. You may

also be required to lean on your club members for support, such as being a driving

partner, during the year.

Serving on the District Council is not an easy job, and will require effort and time on

your part. Hopefully senior members in your Zone and District will serve as mentors,

but the onus is on you to learn how to do your job. There are three manuals you should

be familiar with are The Successful Club Manual, the Successful Zone Manual and the

Successful District Manual. You are not expected to read these manuals, but you should


be familiar with the content. The intent of the manuals is to serve as source of

Reference, in the same sense as a text book. When a situation arises – look it up in the

index and read that section. For example if you want a sample agenda for a Zone

Conference, you refer to the Successful Zone manual.

During your term you may be required to deal with conflict. This may cause you some

discomfort but National and Districts have support to help you. Please consult with the

District team.

In conclusion, your year on the District Council will give you the opportunity to make

new friends outside of your club, and the opportunity for personal and professional

development through activities such as public speaking, administration and travel. It

will broaden your horizons, you will gain leadership skills and enable you to gain many

new and exciting experiences.

1.7 Time Commitment:

• Attend FLC, Zone and District convention

• Attend District Council meetings as required

• Attend District training sessions

• Club visitations

• Regular contact with the Club president’s

• Writing reports, organizing meetings, planning agendas


2 Planning your year

2.1 Goal Setting

When you establish goals, they should be based on the idea of improving what now exists. It

is not sufficient to want to do just as well as before, you should want to do better. Goals may

be of both a short and long term nature. Success is a journey, not a destination. Success

begins with the first step toward a goal. To achieve long range goals, set a series of steps or

sub-goals which lead to the accomplishment of the long range goal. Set deadlines for each

step, thus establishing a timetable for achieving the long range goal.

Planning and organizing is the key to success. The most successful leaders are those who

have done their planning at the beginning and then continually work and re-evaluate their

plan. Whether you are planning to put a man on the moon or planning for a vacation, goal

setting is an extremely important part of any planning process. A goal establishes what you

want to achieve and defines the standard of measurement.

In developing your goals for the future, you need information about the past. Generally

speaking, this information will come from three or four sources. The first source of

information about the past is you. You probably have learned about the clubs in your Zone if

you have been active in interclubs and have attended the various conventions. A good

Deputy Governor will maintain proper files, which would include previous Club Visitation

Forms and How Healthy is Your Club questionnaires. And finally, personal opinions are

important. Talk to previous Deputy Governors and club Presidents.

You start the goal setting process by writing them down. Writing a goal down crystallizes

the thought behind it and thought can motivate action. Writing a goal lessens the danger of it

being changed by the passage of time, and the process of writing and clarifying your thinking

helps to expand thoughts and generate new ideas.

Once written, run your goals against the SMART test. Ensure your goals meet the five

principles of a goal.

1. SPECIFIC: Goals must be so specific that they can be totally and quickly understood.

Intelligent people will not actively work for very long toward a goal that they do not

understand. It is not possible to be too specific when setting a goal.


2. MEASUREABLE: When a goal is set, it must include the standard of measurement

and the specific end result desired. That is the only way we will know if we are

accomplishing anything. It is said, “The most difficult thing about doing nothing is

determining when you are finished”. Your goals will determine when you have

successfully completed a task or finished a project.

3. ACHIEVABLE: Goals should be high enough to challenge a person but not so high

that they feel they are impossible to achieve. It is important for those involved to do a

realistic evaluation of the goals. Indicate the ones that are felt to be too high or too low,

then settle on goals which are felt to be both realistic and challenging. Remember,

however, that sometimes it is easier to reach a higher goal than a lower one. The

motivational factor is usually greater with higher, more challenging goals, particularly

if the goal is solving a problem of interest to a majority. Developing goals could

determine success or failure. Don’t take the process lightly and don’t set them too

rapidly. Carefully evaluate each area before establishing a goal. REALISTIC means

the same as ACHIEVABLE.

4. RELEVANT: Goals need to be aligned with the organization’s objectives. For Zones,

this means they need to be aligned with the District and National objectives. If your

goals are not aligned then you can be wasting precious time and efforts. The Zone

goals should help your District and National achieve their strategic plans.

5. TIMELY: To know if you have met your goal, you need to have a time frame. The

majority, if not all of the Zone goals you set will be short term in nature. Hence most

will need to be accomplished on or before June 30th of your Kin year. It is possible that

some Zone goals will be connected to a long term District or National Strategic Plan,

and therefore may be longer term.

2.2 Fail to plan is a plan to fail

Once you have set your goals, you are then ready to establish a plan. Planning is the process

where you determine the best route you will take and organize the activities that are needed

to achieve your destination. The majority of Kin are “doers”. Give them a job and they do it.

But you cannot “do” a goal. Many Zones and Districts fail to achieve their goals simply

because they failed to establish a plan.


The most important aspects of planning are preparation and forecasting. You start the

planning process by reviewing your current resources and then predicting what the future

will look like if you do nothing. Taking your goals and resources into account, you then

develop scenarios that will predict what the future will look like if you do specific actions,

and which actions will help you achieve your goals. You then prepare the plan of actions to

ensure you achieve your goals

Once the plan is set, you must continuously monitor your progress against the plan. As the

future unfolds, if you had failed to take into account a scenario or something unpredictable

happens, you will need to adjust if you still want to attain your goal.

Your year as Deputy Governor is like taking a trip. You need to know where your

destination will be. You need to know if you have the resources to get there. You then plan

the route you will take. Many factors can influence your decisions. For example, when

taking a trip, limited resources such as time and money impact your decision. Do you fly or

drive? Do you see the sights enroute, or drive direct? Do you know the route by memory, or

will you need a map? As in a trip, you need these answers before you leave, your zone goals

and your Zone plans need to be set BEFORE you take office.


3 Zone Executive

Your Zone Executive needs to reflect the size and complexity of your Zone. A Zone of 15

Kinsmen, Kinette and Kin clubs will need more assistance than a Zone of 3 Kinsmen clubs.

Some Zones will just have a Deputy Governor, while other Zones may require an executive

team. The following is a list of possible positions and potential job descriptions. When

recruiting – be sure to be honest in what you expect from the people you ask.

3.1 Zone Coordinator/Secretary

This person’s responsibility would be to:

1. co-ordinate functions within the Zone to avoid conflicting functions

2. publish Zone Bulletins and communicate Zone & District news to

Clubs

3. record and distribute minutes of all zone executive and regular zone

meetings

4. handle correspondence as directed

5. act as traveling companion for visitations and installations

3.2 Zone Membership Director


1. present the Membership Recruitment Workshop to all clubs in zone (in

conjunction with Deputy Governor)

2. present the Membership Retention Workshop to all clubs in zone (in

conjunction with Deputy Governor)

3. become a vocal promoter of charters within the zone

4. act as a traveling companion for visitations and installations

3.3 Zone Service


1. promote the Zone, District and National Service projects within the zone

2. promote the Kin Canada Bursaries to clubs

3. encourage clubs to support the Hal Rogers Endowment Fund

4. promote District Foundation (if applicable)

5. attend District Foundation meetings (if applicable)


3.4 Zone Treasurer


1. collect zone membership fees (if applicable)


2. prepare Zone Budget


3.5 Zone Director - Personal Development/Education


1. develop strategies to ensure all the clubs are aware of the Awards programs at

the different levels of Kin

2. be familiar with and promote the use of the Kin Education material available on

the website. For example, the Kin Education Manual contains mini-sections –

each one could be used for a 10 minute education bite at a meeting or club

bulletin submissions.



4 Ideal Deputy Governor Skills

4.1 Self-Motivation

The toughest part of any job is getting started on it. This statement is also the secret to self-

motivation. Once you get moving on something, the rest is easy. Here are some hints to

ensure that you have powerful self-starting ability.

1. Put your plans into writing. Spell out in your mind and on paper exactly what must

be done and how to best accomplish your goal.

2. Use the self-monitoring system. It is not enough to make a plan and then check

yourself when it should have been completed. You need a series of check points. For

example, if you intend to accomplish 10 things during a month, you might check

yourself at the beginning of each week.

3. Get an early start. If you have something to do that you’ve been putting off, get up

early and dig into it. An early start shows a determination to get something out of the

way.

4. Distinguish between “can’t” and “don’t want to”. When people “can’t” do

something, they often mean they really “don’t want to” do it.

5. Decide what needs to be done first. Several types of movements or procedures are

connected with any activity. If we don’t decide exactly what operations need to be

carried out, we tend to do nothing.

6. Contradict negative thoughts. If you have doubts about your ability, short circuit

them by asking yourself: What makes me think I can’t do it?

7. Improve your self-persuasion ability. Whether or not you apply your knowledge

depends largely upon your self-persuasion ability. This is especially true of actions

that aren’t particularly exciting or pleasant. To motivate yourself to take action, you

will find it helpful to ask these questions: “What am I putting off that I should finish?”,

“Why am I putting this off?”, “When is the best time to do this?”, “Why not now?”,

“Am I assuming it will be better to do this later?”, “What are the disadvantages of

putting it off?”

8. Do extra work just after you get good news. This is one of the best times to do extra

work. You’ll feel optimistic and optimism makes difficult jobs seem easier. Don’t

waste this time or mood on routine activities; dig into the difficult ones.


9. Use self-prompting. You must keep prompting yourself on to hoped-for results.

People always do something because they expect to get some benefit. By repeatedly

calling the benefit to our attention, we motivate ourselves.

10. Exercise your sense of humour. By investing in your sense of humour, you make a

definite investment in a positive mental attitude. Whatever makes you laugh helps

give you a more realistic viewpoint. Practice your sense of humour and give it a high

priority.

11. Use action language. Use words such as “now”, “immediately”, and “at once”. They

influence us to prompt action; they help us to start projects and to overcome

tendencies toward procrastination.

12. Get started. People associate confidence with action and lack of action with lack of

confidence. You can use this principle by forcibly taking action.

4.2 Time Management

Many people refer to time as a resource. A resource is something that lies ready for use or

something can be drawn upon for aid. Time fits this definition. Begin to accept time as your

most important resource. It is a tool that can be drawn upon to help you accomplish tasks, an

aid that can take care of a need, or an assistant in solving problems.

However, time is not like other resources because you can’t buy it, sell it, rent it, steal it,

borrow it, lend it, store it, multiply it, manufacture it, or change it. All you can do is spend it.

The quality of this resource depends on how well you use it. People get things done because

they have learned to effectively manage their time. As a volunteer leader, there are going to

be many demands on your time. These demands will come from many sources, your family,

your job, your social life, competing volunteer organizations and Kin. How well you manage

your time will reduce the stress in your life and determine how successful you are.

If available, use a time management program to track your to do tasks and your

appointments. Many of today’s smart phones have such a capability.

Ten Timely Tips

1) Respect time. Don’t waste it. Wasted time decreases the time available.

2) Telephone or Email? Email is a passive approach to getting things done and can give a

false sense of accomplishment. Sometimes the phone is the best way to get things done in

an effective and efficient manner. If calling a person, prepare by listing all the points you


want to cover. Keep the call, like the email, brief and to the point. Refer to the Netiquette

section in this manual.

3) Appointment or Task? An appointment is a ”To-Do” that occurs at a specific time.

Whereas a task is a “To-Do” that should be done by a certain time.

a) Make appointments to a calendar. Enter all the Kin critical path deadlines, schedule

meetings, luncheons, etc.

b) Maintain a Task list. List and arrange by priority everything you have to do. Finish

the first item before you go on to the second. Have only one “To do” list. Review and

re-prioritize the list regularly.

c) Turn a task into an appointment. Appointments are time specific and therefore often

receive the highest priority. Take your high priority tasks and turn them into

appointments and they will get done.

4) Idea trap: Most smart phones have the capacity for recording voice memos. When an

idea pops into your head, record it rather than forget it. If you don’t have that capability

on your phone, carry a small note book to record your ideas.

5) Under Commit – Over Deliver: This is the main principle of time management and the

greatest productivity secret of all time. Sadly most of us have it in reverse. Tattoo this

everywhere because if you follow the credo you will reduce the stress of the job and

strengthen your relationships. Everything about time management flows from this one

rule.

6) Just say No. You can’t do everything everyone expects of you in one year. Before

accepting a task or an appointment, check your calendar and your task list. Do you

realistically have the time to do it? Is it the wisest and best use of the time you have

available? If not, just say no. You will get more respect than if you say yes and cannot

deliver.

7) Delegate: Maybe YOU can’t do it ALL – but maybe you can GET it all done. You can get

more things done if you delegate to others than if you try to do them all yourself. Only

delegate tasks to people with the skills and ability to do them. Just remember delegating

does not relieve you of the responsibility or the accountability. So be sure you schedule

time to follow up with those people to see how they are doing, and be able to have some

time to assist if needed.


8) Plan & Prioritize in 15 minute chunks: The most effective and efficient people can tell

you what they are doing for every 15 minutes of their day. This way you control events,

rather than them controlling you. It also helps reduce your stress.

9) Organization: Establish a place for everything, and then put it in its place. If you want

more time, then spend less time looking for things. Know where they go and put them

there. This will also ensure your turnover to your replacement will cover everything.

10) Documentation: Document only what needs to be documented. File what may need to

be retrieved in the future. Three critical files to be maintained by a Deputy Governor are

(i) expense claims (ii) Club Visitation Forms & (iii) Is My Club healthy questionnaires.

The latter two should be maintained for a minimum of 5 years, and turned over to your

successor at the end of your year.

4.3 Information Exchange

Getting Information

When getting or receiving information, you may be watching for a variety of clues to gather

meaning: not only verbal or written information, but nonverbal behavior as well. If you are not

careful, facts will be forgotten or distorted. This is because both the individual sending and the

person receiving the information may unintentionally obscure the message. There are two

ways you can ensure that the information you receive will not be forgotten or distorted:

• Take notes. Always write down key information received.

• Repeat back what you think you heard the person say.

While you may think you understand what you think you heard, you may in fact have gotten it

totally wrong. Clarify and verify! In a communication exchange, the sender controls what and

how it is said, or the content of the message. The recipient controls what is heard and the

feedback given. To encourage good communication, you need to encourage others to speak

freely.

• Show interest by leaning forward, paying attention, nodding in agreement, taking

notes, and so forth.

• Greet new ideas with interest.

• Give the individual your undivided attention.

• Maintain eye contact.

• Use the individual's name.

• Smile, relax, and be friendly.

Retrieving Information


Information received may have to be recalled at a later time. There are many different ways to

store and retrieve information. Today, we naturally think of computers as a means for storing

and retrieving information. The medium is not as important as what you write and how you

store the information. You can employ a variety of methods to help you remember details,

including note-taking, repeating back, memorization, and mnemonic devices.

Giving Information

When giving information, use all five senses whenever possible. In addition,

• Speak clearly.

• Use language that everyone understands.

• Vary your tone and pace.

• Move from the general to the specific.

• Use visuals— charts, maps and diagrams.

• Eyeball the listener.

Encourage two-way flow—ask questions and get them asking questions of you. Don't pass

judgment on the question or the questioner. Use feedback and reflective listening to keep

your verbal and non-verbal communication in sync. Take notes of the main ideas and review

your notes soon afterwards to make sure they continue to make sense.

Sharing Information

Clear communication is vital to any successful organization, including Kin. As the liaison

between club and district leaders, you must share any information or concerns you may have

about a particular club with the District Governor. You must also ensure that district and Kin

Canada information is shared with your clubs. It is equally important to share information

with incoming club and district officers, particularly with the Deputy Governor who succeeds

you. This will ensure continuity and better management of ongoing challenges and also

provide incoming appointees with an orientation to clubs. You also have the opportunity to

act as a liaison between the other clubs. Your regular contact with clubs enables you to observe

the progress of activities and programs, share successes, and encourage increased interclub

dialogue.


4.4 Decision Making

There are two basic kinds of decisions:

1. the routine decision

2. the strategic decision

The routine decision is one where the situation is known and you must select from a few

obvious alternatives. The strategic decision is more extensive. It often involves finding out

what the situation actually is, deciding to change, and then deciding what the alternatives

are.

Regardless of the kind of decision you have to make, be sure to follow the basic steps of the

decision making process.

Step 1 – Determine the problem. Identify the problem and define it. Be sure you have

defined the cause of the problem and not a symptom. Continually ask yourself “Why

is this true?” until you are convinced you have determined the cause.

Step 2 – Get the facts and opinions. Examine the data and information available. Talk

to the people directly involved. Be sure to get both sides of the story.

Step 3 – Develop alternative solutions. What are the possible alternatives you have?

List them.

Step 4 – Select the best alternative. Evaluate the pros and cons of each one you listed.

Be aware of the weaknesses in your selected alternatives because, in most cases, the

best alternative is far from perfect.

Step 5 – Provide for feedback. Even following this procedure, it is possible to make a

wrong decision. Keep the communication lines open so that if you did make the

wrong one, you find out about it as soon as possible.

This simple thought process can be applied to family, social and job situations as well.


4.5 The Decisiveness Habit

Even though you consciously provide for feedback to catch a wrong decision, you should act

decisively on the alternative you select. Don’t waste your time wondering “What if… “ or “I

wonder if I should have. “ Pick the alternative and stick to it. Decisiveness is a habit. The

following rules will help you to acquire that habit.

1. Decide small matters promptly.

2. Select your choice with firmness.

3. Forget all alternatives.

4. Act upon your decision.

Be decisive. Make it a habit.

4.6 Delegating

One of the most important skills an individual can develop is the art of delegating authority.

It is the act of passing the responsibility for a task from one person to another under mutually

defined terms.

Delegating is an act of asking, not telling; it is a joint undertaking and form of teamwork

where goals are accepted and shared. When delegating, keep these points in mind:

• Be familiar with the qualifications, specialties and interests of those to whom you

delegate.

• Be consistent in your explanations, control and evaluation, but also be flexible

regarding the tasks, time limits and people involved.

• Take time to plan; explain carefully and completely, and guide patiently.

• Notice small successes as well as large failures.

• Be willing to take a calculated risk to give others some beneficial experience.

• Do not always delegate busy work. If you do, you run the risk of having all

delegated work being regarded as unimportant.

The benefits of delegating are worth the effort.


1. It provides more time for critical jobs and trouble-shooting difficult assignments.

2. It develops, trains, and motivates others to fulfill their optimum potential.

3. It increases management’s ability to include all people in attaining goals.

4. It enhances the chances for open communication and evaluation.

5. It makes more efficient use of time and resources.

6. It develops more effective professionals.

7. It increases morale and pride in one’s work.

4.7 Recognition

Everyone wants to be needed, wants to be doing something important, and wants to be

recognized. Volunteers increase their productivity when they are highly motivated through

activities that are personally satisfying. Volunteers are considered as unpaid staff, but they

are in fact paid, the currency is just different.

Recognition Recommendations

• encourage involvement in our Association’s award programs

• help members develop personal goals and objectives for their involvement

• say “thank you” at every appropriate occasion

• make recognition sincere, genuine and appropriately related

• personalize all recognition

• use club bulletins as a recognition tool

• submit articles to local newspapers about members and club

• hold social events

• be aware of annual volunteer recognition events in your community

• celebrate volunteer week each year

• present certificates, awards, etc. in person


• praise often

• nominate your members for zone, district and national awards

• smile, it’s infectious and can make your club a great place to be.

4.8 Evaluation

The ability to evaluate in an effective way is an important tool in providing the feedback and

encouragement necessary to allow others to improve their skills and performance.

The purpose of evaluation is to help another person become a more effective leader. People

want to acquire and improve on their leadership skills for many reasons, including:

• To gain knowledge and skill

• To meet specific needs

• To gain material benefit

• To earn credit toward recognition

• To gain pleasure

• To build self-esteem

• To build self-confidence

• To win acceptance from others

As evaluators you will act as:

• motivators by recognizing improvement and reinforcing desire to improve

• facilitators by providing methods for improvement

• counselors by reducing fear that a trainee may possess

Developing self-esteem is an important component of evaluation. People have an inner goal

of feeling worthy and successful. Self-esteem is a significant key to our behavior. Therefore,

an effective evaluation builds and maintains self-esteem. Here are five ways you can promote

self-esteem when you evaluate:

1. Recognize strengths. Give sincere, deserved praise.


2. Recognize improvements. Show that the trainee has accomplished something

worthwhile.

3. Create a climate for motivation. Help the trainee realize he or she can improve.

4. Avoid value judgments. Concentrate your evaluation on the behavior, not the

person.

5. Provide positive direction. Show the trainee how he or she can improve.

Eight Ingredients of an Effective Evaluation

1. Show that you care. Your evaluation must be sincere. Provide constructive

suggestions for improvement.

2. Suit your evaluation to the individual. How you evaluate depends on who you

evaluate. Adapt your evaluation to the needs, goals, sensitivities, and experience level

of the trainee.

3. Personalize your language. When you are evaluating, you are dealing with your own

perceptions. You are not a judge, but rather a source of feedback. Let your words

reflect this by using language such as “My reaction was…” and avoiding such

language as “You should…”

4. Give people positive reinforcement. People who are working at improving

themselves need to know that they are making progress. They also need recognition

for their accomplishments. Find something that is worthy of praise and recognize it

sincerely.

5. Help the trainee become motivated. Remind the trainee their goals are attainable and

encourage them to work hard to improve leadership skills.

6. Evaluate the behavior, not the person. Your evaluation should focus on the behavior

of the person. You should never attempt to threaten or judge what they are like as a

person.

7. Nourish self-esteem. When you evaluate, you enter into a special relationship with a

person. This relationship can build self-esteem and help that person grow. End your

evaluation on a positive note, and try to make the person feel better about themselves

when you are finished.


8. Show the person how to improve. Focus on what you believe they should be doing as

opposed to what they should not be doing. Keep your recommendations for

improvement to one or two areas. Present your recommendations in a positive way,

giving specific suggestions and examples.

4.9 Coaching

Coaching is the process of instructing, directing, guiding or prompting individuals as they

work toward a desired outcome. Here are some general guidelines showing when you would

use these skills:

1. You will instruct a person who doesn’t have a sufficient working knowledge of

what to do or how to do it.

2. You will direct or guide someone who has the knowledge of what to do in a given

situation but is uncertain as to how to apply that knowledge.

3. You will prompt a person who again has knowledge of what to do but needs hints

as to what approach to take.

Coaching strikes a balance between seeking and telling. Seeking information and opinions on

how to solve a problem builds commitment to the proposed solution by drawing out ideas

and making a person think about proposed solutions. Telling allows you to use your Kin

experience and insights to provide direction to resolving problems.

Six Critical Steps to Coaching

1. Establish the purpose of your discussion. Be specific and concise about what you

want to talk about and why it is important that you talk about it. Focus on the problem

at hand as a way of maintaining the self-esteem of the person. Provide positive

reinforcement that they will handle the situation appropriately.

2. Discover all facts about the problem. Gather information about the problem. Seek

input from the person about the nature of the problem and clarify all information you


gather. At the end of the discussion, summarize the details to make sure all pertinent

facts have been identified and you both understand the information.

3. Agree on the desired outcome. Your job is to engage in problem solving with the

other party to build motivation and to gain commitment to a specific plan of action

that will be carried out. Your agreement on a desired outcome will build commitment

to your plan.

4. Discuss the most effective ways to handle the situation. This is the most important

part of the process of coaching. Together you will develop a plan of attack, anticipate

the potential problems arising from your approach, and identify the best ways to

handle the situation. Anticipate the potential pitfalls in your plan, and develop

alternative plans in the event that your initial approach is not successful.

5. Summarize the action to be taken. Discuss and review the plan that you’ve proposed

to ensure that you both understand the plan. Acknowledge the other party’s

participation and contribution to the plan.

6. Express confidence and set a completion date. End on a positive note. Tell the other

person you know they can handle the situation. Set a follow-up date so you can

review the plan you’ve fashioned. Coaching is one of the most useful and basic skills

you will use. It will allow you to help others develop skills and build confidence in

their abilities to perform.

4.10 Listening - AIM

Most of us don’t spend the time or effort to improve our listening ability. We must AIM to

listen –Attention, Interest, Motivation.

Attention - Poor listeners fake paying attention while their minds wander and they

think about other matters. The good listener knows that it takes effort to

pay attention and consciously strives to resist distraction.

Interest - A major difference between good listeners and poor ones is that the poor

listener usually decides after hearing the speaker say a few words that

they aren’t very interesting. This becomes an excuse to stop paying

attention and the act of listening comes to a screeching halt. The good

listener asks themselves if there is something the speaker is saying that

might prove useful. No matter how dull the subject or how unskilled the

speaker, the good listener manages to listen with interest.


Motivation - How well you listen depends on how motivated you are. Good listeners

know that listening can pay big dividends. This knowledge, along with

the right attitude, is usually enough to motivate the sincere listener.

Once you develop the habit of consciously aiming to listen, you will begin to notice changes

in your habits, making you more responsive and alert to what people are saying.

First, you will maintain better eye contact with the speaker. Second, you will find yourself

asking relevant questions. Third, you will find that you don’t often interrupt or change the

subject until the speaker indicates that the current subject has been exhausted.

As a result of your conscious aim to listen, there will be fewer misunderstandings, you will

not get into arguments as often, and you will be able to resolve disputes and settle grievances

before they get out of hand. As a listener, you will be in demand.

Listening Ladder

1. Stop talking 2. Look at the speaker 3. Don’t interrupt 4. Don't change the subject 5. Keep emotions in check 6. Be responsive

“Nature has given us one tongue but two ears

that we may hear from others twice as much as we speak.”

(Epictetus)

4.11 Writing

Written communication is vital because, unlike oral communication, it eliminates leaving

matters to memory. Written communication is necessary as a follow-up to oral

communication to reinforce and document what was discussed.

The main drawback of written communication is it takes time to sit and write letters or

memos following conversations. However, to be effective, you should never rely on oral

messages totally.

Written communication is a habit worth falling into. Often messages may be received orally,

but the mind does not retain all of the information. This is where a letter or note would be

helpful in assuring that the receiver will not overlook any details or forget anything. Written

communication comes in various forms:


1. Formal letters. These are written to make requests, answer questions, reply to requests

or messages where a permanent copy should be kept. Be sure to send copies to the

appropriate people.

2. Memos. Memos are sent to announce matters of a general nature which apply to a

general body. They should be kept short and to the point. Send copies of the memo to

people who should be kept informed just as you would send copies of formal letters.

3. Notes. Notes are informal letters which may be written quickly without the necessity

of following form or style. Notes serve the purpose of quick communication where

only one person is involved. Copies are not usually necessary. Where copies are

necessary, a formal letter should be written.

Winning Ways with Writing

1. Keep sentences short. Use one thought per sentence. Keep relationships simple.

Others will understand better.

2. Use simple expressions. Simple expressions, rather than complex, will make more

sense.

3. Avoid unnecessary words. Don’t be wordy. Avoid using redundant phrases. Use

precise words.

4. Use familiar language. Write using familiar words - don’t be a show-off with

vocabulary. You may understand, but how about others?

5. Write as you would talk. This is good advice to get your message across. It may need

polishing just a little, but stick to this idea.

6. Draw a picture. Use terms your readers can picture. Express abstract ideas in terms

your reader can understand and picture in their mind.

7. Know your audience. Consider your readers’ experience. Write to and for them. Write

to match their background and experience so that they will understand.

8. Write to express not impress. So you got a PhD. Who cares and what good is it if no

one understands what you’re saying?


9. Put action in your verbs. You are action oriented; make your writing the same way.

Passive writing does not get results.

10. Employ variety. Make your writing sparkle with interest by using variety in all that

you write.

4.12 Public Speaking

An effective speaker does not have to be a great orator or poet laureate. All an effective

speaker has to do is know the subject matter and present it in an organized fashion. He

speaks from experience and from the heart.

Effective Public Speaking

1. Know your audience. Make the right speech in the right place. It is somewhat

ineffective to sell the merits of Pepsi at a Coca Cola dealer’s convention.

2. Prepare your comments. Do whatever research is necessary for you to confidently

present your comments. Your audience is expecting a good speech, so give one.

3. Prepare your speech. Rehearse it, while driving to and from work, in front of the

mirror, to your wife or husband, anytime and anywhere you get a chance.

4. Dress appropriately. Be neat and clean. How you present yourself to your audience

has a direct effect on how well they listen. Find out how your audience will be

dressed, and choose to dress one or two levels higher.

5. Pre-test audio-visual equipment. Be familiar with and pre-test all A/V equipment to

be used. Be sure all bulbs and electrical outlets are operational.

6. Know how to use a microphone. A microphone should be at throat height, tilted

toward the chin. Do not adjust after this. Speak at a natural volume and keep a natural

posture. Let the microphone do the work.

7. Grab their attention. Make your opening comments effective. The comments you

make in the first 30 seconds will determine how long you hold your audience. Get

their interest immediately.


8. Speak as to an individual. Most of your conversation is done on a one-to-one basis.

Use the same principle when you talk to an audience. You will be more effective and

more comfortable.

9. Use body and voice language. Change your voice pitch throughout your speech. Use

gestures and pauses. Speak high, speak low. Hand and body gestures help emphasize

points. Pauses are effective; they can emphasize or regain the attention of your

audience. Be careful not to appear artificial - be yourself.

10. Do your best. Don’t be perfect, just be good. Perfection can be its own worst enemy.

Be the best you can be always and accept that.

11. Zero in on your topic. Keep it simple. Don’t try to cover too vast an area. Make your

point and make it decisively. Use key phrases, one-liners and for instances, to

emphasize your main point, as they are easier to remember.

12. Stay within the allotted time. Prior to speaking, find out how much time has been

allotted to you. Keep a watch on the podium in front of you, or check a wall clock

periodically.

13. Summarize your message. No matter how good you were, somebody’s mind was

wandering. Quickly summarize your message before you leave the podium. Then end

it with a request for action. In summary, know your subject well and use equipment

effectively.

Preparing a Speech

Opening

How you start sets the tone for the whole talk.

• Your opener is what shifts your audience’s attention to you, what gets your

audience engaged and ready to focus on you and your topic. An example of a

good opener might begin with a funny story about yourself (not too self-

deprecating as to not diminish your credibility as a presenter) or a tasteful joke.

Body


• Main idea or points

• Supporting material

Your body and purpose of your oral presentation should not exceed 4 points that you

wish to illustrate to your audience. When presenting your comments for presentation,

organize your points/comments/statements from:

1) Powerful/important

2) Less powerful/important

3) Less powerful/important

4) Most powerful statements/important

This may be the first and last chance this audience has to hear about Kin, District,

National Kin education; make the points you want the listeners to take away.

Conclusion

• Ties speech together

• At the end of your presentation, summarize the key points. Remember what we

said earlier about take-a ways. Is it clear what yours are? Sometimes a slide on

the future implications of what you just covered can leave your audience with

good topics for future conversation.

In Summary

In a presentation, tell the audience what you are going to talk about (introduction), say

what you are going to say (body), remind them what you said (conclusion).

Presenting a Speech

• Relax

• Take a deep breath

• Wait for the audience’s attention

• Address dignitaries

• Vocal Variety ( voice modulation, volume and intonation)


• Eye Contact/divide the audience

• While you are waiting to be called to give your presentation, before you go up

to the podium, smile and make eye contact with some of the participants in the

audience. It shows you are interested in the people in the room and that you are

excited to be there. Throughout your presentation, pick different people with

whom to make eye contact around the room.

• Preview your environment

• If at all possible, visit the room before you actually have to go on stage. This

will allow you to gage the space where to position yourself and how to

manipulate the flow of the room. If you cannot be there, ask your contact to

describe the room to you – how many seats? Will it be dark? Light? How big is

the expected audience?

• Always face your audience ensure not to put your back to any portion of the audience

• Do not drink before your presentation

• Have fun and your audience will follow


Club Speeches

Suggested items to be included in your report to a club

1. Congratulate the president for work to date and congratulate the bulletin editor

2. Mention club projects that you have read about in the bulletin

3. Encourage the executive and the club to work together to achieve their goals

4. District programs and news

5. Encourage competition for zone and district awards

6. Encourage attendance at zone conferences and district conventions

7. Date, location, cost, theme, etc., of district convention

8. Review any award rule changes and review any by-law changes

9. Promote district service & national programs

10. Membership statistics

11. Encourage contributions to district newspaper

12. National programs and news

13. News from national convention; resolutions passed at national; national

dues/finances

14. Promote Kin Canada Bursaries (Hal Rogers Endowment Fund)

15. Promote KIN Magazine and Kin Sales

16. Encourage clubs to submit their membership reports, membership dues billing,

endorsed Kin Canada bursary application and insurance forms by the deadline date

17. Life membership – number to date and any planned presentations

18. Maple Leaf of Distinction and Founder's Award – Congratulate recent winners and

encourage participation in these programs

19. Entertain questions

20. Thank-you to club for invitation


5 Know Your Clubs

It is important that BEFORE you take office you research the clubs in your Zone. Talk to the

outgoing Governor and the outgoing Deputy Governor and find out what they know.

Review the Club Visitation reports for the past few years. A few factors you should be aware

of are:

• Club history

• Current membership

• Membership history

• Financial health

• Top two fundraising projects

• Top two service projects

• Reputation in the community

• Does the club operate in a professional manner

• Overall assessment of the club

Do you know the best way to contact the club? Do you have a phone & e-mail listing of the

club executive members? Do you know the best way to contact the club to ensure its

members are aware? Some clubs prefer one e-mail to the Secretary, others may prefer a

phone call to the president, other may prefer an e-mail blast to all, and others may still prefer

the use of the post office, etc. You won’t be able to change all the clubs in one year, so you

need to be sure you communicate in the way they listen.

Representing the Clubs

As the Deputy Governor, remember that not only does information flow through you from

District and National to the clubs, but that you also represent the clubs in your zone at the

District and National levels. This means when you speak it’s not just your personal opinion,

but you have to represent what your clubs say and feel. Some points to keep in mind:

• identify some of the questions you need to ask before proceeding without prior

consensus or input

• develop an attitude of faithful representation of the entire group

• assess whether or not a decision can be agreed to without further group decision-

making

Supporting and Visiting Clubs


As a resource for your clubs, you play an important role by understanding the needs of each

club and offering guidance. Encourage club leaders to use members within their own clubs as a

resource to overcome challenges and achieve goals. Because you interact with a number of

clubs, you have the benefit of observing a wide range of approaches to common club issues.

Share any insights or information that clubs can use to meet goals and overcome challenges. To

support clubs:

• Be available and approachable

• Visit clubs regularly

• Communicate regularly with clubs via e-mail, telephone, or mail

• Provide club leaders with the opportunity to give feedback about the quality of your

assistance and support of their club

Clubs Requiring Special Attention

The challenges that most clubs face can be addressed by club members. A smaller number of

clubs, however, merit special attention from you and other district leaders. These clubs

generally have the following characteristics:

• Low or declining membership

• Consistently low attendance rates

• Failure to meet the minimum standards established by Kin Canada’s Board of Directors

• Failure to participate in training, conferences or conventions

The purpose of club visitations could be summed up as follows:

• to provide information on national, district and zone news and programs

• to ensure clubs are operating within the standards of Kin

• to educate

• to motivate and inspire

As with many of the things we have discussed, the key to a successful visitation is

preparation and planning.

Before you leave home to visit a club, review its file. Familiarize yourself with the names of

the officers.


Check prior visitation reports to be sure you know what items still need follow-up.

Remember, the more you know of a club’s members, history and problems, the more they

will recognize you as somebody who cares about them. When you travel, there are certain

items you should be familiar with and carry with you at all times. It is highly recommended

that you carry all of these in a briefcase. Put them in a three-ring binder or organizer or

large brown envelope so that, when you open your briefcase, you can quickly obtain the

items you are looking for. It doesn’t make such a great impression if it takes you five

minutes of rummaging through your briefcase to find a copy of the Outstanding Club

Award form. You are not expected to immediately rattle off the answer to every question

that club members ask, but you are expected to know where to go to get the answers. If you

carry the following items with you and are familiar with them, you can answer 95% of the

questions before you leave the meeting that night.

Items to bring along:

• this handbook

• Successful Club Manual

• National General Operating By-law No. 1 and Policies and Procedures

• a Kin Sales catalogue

• the file on the club you are visiting

• information on district/national reports, meetings, programs, etc.

• recent copies of KIN Magazine

• basic information and materials on Kin Canada Bursaries program, awards

program i.e., Maple Leaf of Distinction, GEM Award, Outstanding Club

The following are some basic guidelines for visitations.

The Dos

1. Arrive at the meeting early, and be prepared to stay late. By arriving early, you will

have a chance to talk with a number of the local members and get an idea of the attitude

of the membership.

2. Plan to listen more than talk. Let the local officers and members tell you what they feel

about district and national programs, what they feel their club is doing, and what they

should be doing. You will learn more about the club and its members if you let the

members do most of the talking.


3. Try to keep your conversation on your reason for being there – Kin activities. Don’t be

rude, but be firm and direct the conversation to business first. You can socialize after the

meeting.

4. Dress appropriately.

5. After the meeting, get together with key officers and their president to review specific

details and problems.

6. Of course, as in any Kin meeting, you should try to shake hands and have a word with

each person in attendance.

7. Review with the club president your evaluation of the club and their conduct at the

meeting. Point out those areas where you feel they could try to improve and offer your

assistance in their efforts.

Visit each club regularly. During your visit:

• Provide the club with information about Kin Canada and district resources

• Monitor club progress toward goals and suggest adjustments if needed to the strategies

being used to achieve those goals

• Suggest practical solutions to problems that challenge the Club

• Collect information about

– Membership

– Service projects

– Participation and support of Kin publications

– Other important club projects and functions

– Attendance

– Ongoing disputes, if any


Follow-up

These are some follow-up items that should be completed as soon as possible after the

visitation.

1. Write to the club president thanking them for the hospitality shown to you, restating your

recommendations and suggestions.

2. Complete and submit your Visitation Summary (if required). Be sure to send a copy of

your summary to the club president and the district governor.

3. Send the material or take that action you promised the club. Your failure to fulfill these

commitments will destroy the club’s confidence in you.

4. Analyze your visit. Review how you were received, the problems you found, and what

courses of action are planned to correct these problems. Serious or special problems

should be discussed with your district governor.

5. One or two weeks after the visit, check with the club president on how the action you

suggested is progressing.

5.1 Representing your clubs

Representing your clubs is accurately communicating to the District & National the sum of

members' feelings, ideas, etc., and vice versa. A leader must represent their zone on a great

variety of issues. Some of these issues and the need for a decision representing group

interests will be known in advance; others will not be.

Under any circumstances, to faithfully represent the zone, you must:

• Fully understand the nature of the problem.

• Know how the decision (if any) was reached and be able to communicate it to others.

• Accurately and responsibly communicate from and back to the original group.

• Realize that other zones and levels of the association may derive their entire picture or

opinion through you, the leader. You must be consistent, possess integrity, and be fair

to all parties.


When the Need is known

Representing your zone is more an art than an exact science. When the requirement to

represent a group regarding a specific issue is known beforehand, then the entire

representation issue is much more manageable. It's an issue requiring decision-making skills.

If you are effective at representing your zone, you will positively influence their attitude,

motivation, and enthusiasm. They will come to feel that what they think matters, that the

ideas they develop are good, and that they are making a positive contribution to the entire

District and Association.

Before you can effectively represent the zone:

• Define the nature of the problem. Ask leading, open-ended questions to solicit their

ideas and assess their feelings.

• Get all the facts you can. Make sure you have all the information necessary to help the

group make a fully informed decision. Don't frustrate the group by stalling the

proceedings to go and get answers to questions you could have anticipated.

• Use your skills in Getting and Giving Information to prepare yourself to represent the

group. Take notes on pertinent facts. Bring together relevant resources.

• Determine group members' commitment to the decision they are making. How much

leeway will you have in representing them?

As you listen to members talk, be sensitive to their needs and characteristics. Don't ever make

fun of an idea, or dismiss it out of hand. Use your leadership skills and listen. Focus on the

positive and keep things moving. Use your competence at Problem-Solving to help the group

make a decision.

Once you've developed an assessment of the group's commitment to the decision, you can

specifically ask them how much room you have to maneuver when it comes time to meet

with the District Council. You may pose some "if/then" scenarios to them: "If they want to do

such-and-so, then would it be okay if..." and so forth.

If the zone is not locked into one option, you may be able to take several acceptable ideas to

the District for consideration. When members are compliant, indifferent, or resistant to a

decision, they may decide to ask you as their leader to represent them as uncommitted.

Once your group has made a decision, you as their leader are committed to it, even if you

personally think and feel otherwise. Your time to voice your personal opinion is within the

zone.

As their representative, you are now their voice. You do not speak for yourself.

Obviously every decision and situation is unique with situational factors affecting your

decision as the representative for the zone. If, for example, your group is wholeheartedly and


unreservedly committed to their decision, but it is rejected by the District, given the option to

do so, you must return to your group and ask them to reconsider.

If the group was neither decidedly against nor for a particular idea, then you as their

representative might ask the group if you can represent them as uncommitted and work with

the District and other representatives to find the best solution.

Assuming the decision has been made to everyone's satisfaction, the representative simply

bears the responsibility to represent the zone thoughtfully and accurately.

When representing the zone, you must be able to:

• Clearly state the zone’s position on the issue under consideration.

• Listen carefully and respectfully to the ideas and points of view of the other

representatives.

• If there are conflicting opinions, decide how to achieve the goals of your zone so that

all can be satisfied.

If new information surfaces, then a second decision may be called for, if permitted.

After representing the group:

• Carry the decision back to your zone. Refer to your notes.

• Explain the context for the decision to the zone. Remember, you are now representing

the District which made the decision back to your own zone.

When advance notice is not available, representation rises to an art form. No Notice--What

Next? Sometimes you are faced with the potentially uncomfortable situation of representing

your group without first having had a chance to seek their opinion. Depending on the trust

and respect they have developed for you and the complexity of the decision you have to

make, you may or may not have an easy time of it. If you only have to decide what the menu

will be for the next meal, that's one thing. But if you are asked to make a decision affecting

how others, for example, will spend their money--be careful!


Consider these questions before proceeding:

• What precedents within the zone do you have to go on?

• How much trust does the zone have in you?

• Has the group empowered you to act on your own, to use your best judgment?

• How committed is the zone to the issue and to their decision? How does this

issue/decision rank from a larger perspective?

• What will be the short and long term effects of this decision, and who will it affect?

• Can the commitment to a decision be deferred until you can counsel with your group?

If the decision is especially important, you should insist on it.

• How well do you know your zone members' needs and characteristics? Can you

anticipate their concerns, objections, etc.?


6 Club Visitation Form

These reports are invaluable as they record the history of a club. All officers who visit a club

should complete one as they help develop a story line for the club. When you visit a club you

should prepare for the visit.

In some districts, you only get reimbursed for travel if you submit this form with your travel

claim. The Deputy Governor’s Club Visitation Report helps district leaders assess a club’s

effectiveness. This tool also provides an annual record of a club’s progress for the district.

You must submit a copy for each of your assigned clubs to the district governor. The form is

largely organized around the elements of an effective club. Use it during your club visit to

help measure a club’s progress toward goals in these areas:

• Membership growth

• Implementation of successful Service Projects

• Support of Kin Canada’s programs & services

• Development of future leaders

If challenges are identified, club leaders should work with the deputy governor to revise

goals and identify strategies to achieve them. In addition to providing you and other district

leaders with valuable information about a particular club, the form will provide the district

with information on club trends for the entire district.

Not a report card but to provide information and assistance where needed. More specifically:

• To provide information on National, District, and Zone news and programs as well as

resources such as the MSRF

• To ensure clubs are operating within the standards of Kin

• To educate

• To motivate

Unprepared visitation results in:


• Loss of time

• Loss of money

• Lack of accomplishments

• Loss of respect by other clubs

When preparing your speech for a Club visitation, you will likely find you have too many

items to cover in too short a time. Your responsibilities are many, including promoting the

national and district programs and giving a pep talk on membership.


DISTRICT ___ CLUB VISITATION FORM

VISITING OFFICER: ZONE:

Section A: General Club Information

Club: Date:

Purpose of meeting: Round Trip (KM)

(pre-fill June 30th and current membership)

June 30th membership:______

Current membership:_______

In Attendance: _______

Membership Notes:

Who chaired the mtg: Position:

Donation Goal / Actual:

CF HREF Hal Rogers

Foundation District Service / other

Goal $ $ $ $

Actual $ $ $ $

Section B: Protocol, Formalities 1. Was protocol used to set a good climate for the meeting?

2. What Kin paraphernalia was present?

3. Did your visit include a meal?

4. Formalities:

O Canada Kin Song Objects Toast Grace

Address to the chair Head table introduced Self-Intros

NOTES:

5. Were Kin rules of order used effectively to conduct business?

6. Were there numerous interruptions / boisterous behaviour during the business portion of the meeting.

7. Was there planned fellowship and was it successful?


8. How were guests made to feel welcome and included?

9. What steps were taken to encourage prospective new members to return and join the club?

Section C: Executive Visitations, Education 1. Does the club have a positive atmosphere before and during the meeting?

2. How would you rank this club’s knowledge of Kin Education (scale of 1 -10)

3. Identify potential candidates for District Council positions .

4. Did the club present a complete Treasurer’s report (BS + P&L + list of cheques & deposits)

5. Does this club participate in Zone and / or District awards and events?

NOTES:


Section D: Recommendations 1. What actions do you recommend be taken that may assist this club in meeting its full potential?

2. Will a follow-up visit be scheduled?

3. When and by whom?

Reviewed with President

President’s & Visiting Officer’s Signatures

Make three copies;

Forward one copy to the Club President, one copy to the District Secretary & retain one copy for Zone Files. If

you were a visiting officer other than the Deputy Governor, forward a copy to the Deputy Governor.


7 How Healthy is Your Club Questionnaire

A Deputy Governor (DG) needs to constantly assess the clubs in the Zone to ensure they are

healthy and vibrant. It is easier to help a club if the symptoms are noticed early. Prior to

taking office, you need to talk with the previous DG(s) to gain an understanding of the health

of each club within the Zone. This needs to be done BEFORE setting your goals, as improving

the health of certain clubs may impact your goals and your time management for the year.

There are two other important tools that should be used. You should complete the Deputy

Governor Club Visitation Summary on each club visit. These forms should be retained for a

minimum of 5 years, and the files should be passed on the succeeding DG(s) each year. By

comparing successive forms, you may be able to spot trends, possible causes, and potential

solutions. The other form is the How Healthy Is Your Club questionnaire. Ideally a club

should be asked to complete this early in the Kin year, and again towards the end of the Kin

year. When completed, the copies should also be retained as they can provide trends, possible

causes of problems and potential solutions.

Making a fair, unbiased assessment of each of your clubs is not an easy task to undertake but

it’s a necessary one. You’ll be able to help your clubs and gain valuable leadership experience

by making a correct assessment of each club and helping them to take proactive, positive action

to address all their membership needs. Remember the clubs in your Zone will take their lead

from you. If you do not maintain a focus on membership throughout your term of office then

neither will they. Membership is not a hit and miss challenge. It requires a constant, consistent

focus. With your Zone team and your Club Presidents, make it a major part of your year’s

focus. Successful membership planning and action is the mainstay of the Kin organization and

is paramount to our continued success.

As a Deputy Governor you should sit down (or via a phone call) with each Club President at

the beginning and again near the end of the Kin year and go through the questionnaire.


Evaluate your Club by placing an "X" in the appropriate

column beside each statement.

A B C D

Always Usually Some

times

Never

1. Does your club bring in new members?

2. Are your club membership numbers steady (no decline or pendulum effect)?

3. Does your club have defined goals (other than just keeping the club going)?

4. Does your membership have a clear vision of the clubs ability to continue serving their community in the future?

5. Do club members respond to phone calls, invitations and emails?

6. Does your club have a good balance between social and service activities?

7. Are your members willing to take on leadership roles?

8. Are members willing to undertake new projects?

9. Is your club identified with a specific service project(s) which contributes to strong community recognition?

10. Does your club have focus and direction?

11. Does your club have regular and frequent meetings?

12. Are meetings interesting, of appropriate length and covering required business?

13. Are members positive about how the club is run or about club business / President / Officers?

14. Is there an appreciation for National and District reporting requirements and why they exist?

15. Is there a positive attitude towards HQ staff and the National Board of Directors?

16. Are club members open to change within the Club, or the District or National levels?

17. Is the club consistently current with dues payments?

18. Is your club actively involved in service contributions to your community?

19. Does the club participate in any level of the Kin Awards program?

20. Does your club attend Zone, District and National functions?

Total the number of "X's" in each column:

(Column A will not be included in the final score)

Your Club’s Health Score:

Total of Column B + (Column C x 2) + (Column D x 3) = _______

• If your score is 4 or less, you have a healthy Club. Congratulations!

• If your score is between 5 and 9, your club should discuss the issues.

• If your score is between 10 and 14, speak with your DG regarding the issues and possible solutions.

• If your score 15 or higher, contact your District Membership Director for assistance in addressing your concerns.


8 Zone Communication

Why have a Zone newsletter?

This may be an appropriate question, especially in view of the fact that your district sends out

regular mailings to clubs, as does the national office. But never overlook the importance of this

means of communication. It is so important, in fact, that we have separated this topic from the

other category of written communication in order to place appropriate emphasis on it.

A zone newsletter can be a very meaningful tool to use. Publish one at least every two months. It

provides reinforcement of those items previously announced, and repetition has never hurt

anyone. You should strive to have your zone newsletter published in club bulletins and tailor

the information for the use of all members. Care must be taken to thoroughly think over the

contents of the newsletter before it is published. Here are some ideas regarding the use of

newsletters:

Quality and Content

In the case of a zone newsletter, the content is much more meaningful than the quality. Use

whatever means you have at your disposal to publish the newsletter. The idea is to get the

information to your clubs and not to win any prizes for style or format. Include in your

newsletter a regular format, so the reader will become familiar with it and identify it as being

yours. A good title should be selected and used for each issue.

You should number and date your newsletters to show regularity. Include in each issue items

such as a message from you, calendar of upcoming events, and short report of what each club is

doing during the month, deadline dates, and ideas regarding club management or projects.

Articles on zone events, future and past should also be included. Recognize those individuals in

the zone who are doing super jobs, whether they are club presidents or committee chairs. Do not

be afraid of repeating information, but be sure that the facts are correct.

Circulation

Copies of your newsletters should be sent to as many club officers as possible by either email or

regular mail if your budget permits. The more people who read your newsletters, the better

informed your clubs will be. As well, send copies to your District Governor and Bulletin Editor,

Kin Magazine editor, Executive Director, and the National President. Mailing labels can be easily

made up to speed up addressing. Self-mailing newsletters can eliminate the cost of envelopes.

Mail your newsletters. Don’t rely on hand delivery since your newsletters may be filed in a

briefcase and never seen again. How can your newsletter help you?

Here are just a few ways:


• by passing on information in print to your clubs

• by providing motivation through Deputy Governor’s messages

• by providing a written reminder of all coming events

• as an instant means of communicating with leaders, even during busy periods. (Often, the receipt of a regular newsletter or written communication will provide the impression that you are on the ball more than your being at club meetings or calling the president)

• maintaining morale and pride of the zone by giving the clubs a regular account of district and zone news

Sample topics for your newsletter

• Zone Officer reports

• reminders about membership fees

• Zone Budget

• reminder about specific duties to District and National (i.e.: promote Kin Canada bursaries)

• reminder regarding upcoming meetings

• club achievements

• District and National programs

• highlight and welcome new members

• award winners

• successful projects

• fellowship ideas


9 Zone Meetings

As a Deputy Governor, you are liaison between National and District and the clubs in your

Zone. Therefore you need to be well informed regarding district and national initiatives and

you need to be able to communicate them to your Club Presidents. You must also

communicate club issues to District and National.

To achieve this, you will

• ensure the Club Executive Seminar is delivered to every club

• hold regular meetings with your Club Presidents

• host a Zone Conference

• organize an effective Zone Executive turnover

An important part of the Deputy Governor’s role is to ensure the executives of all the clubs in

the Zone are knowledgeable about the positions they occupy, and that they have the tools and

the skills to do the job. To aid in this you should ensure that the Club Executive Seminar has

been offered and as many members of the club’s executive have attended the training.

As a Deputy Governor you are required to host regular meetings with the Club Presidents

throughout the Kin year. These can be done in person or by phone. The purpose of the

meetings is to ensure the Clubs are kept informed about District and National events, to give

the Presidents the opportunity to voice concerns their clubs may have, and to share ideas

among clubs. Ideally the reports should be submitted in advance so the DG can circulate

them. This keeps the calls to a minimum as the emphasis is more on questions on the reports

than actually delivering the reports.

A typical agenda for these monthly calls

• Call to Order

• Self-introductions

• Deputy Governor Report

• Membership status report

• District News

• National News

• Reports from each President

• Progress on Zone and District Goals

• Old Business

• New Business

• Announcements


• As you near the time for the Zone conference – seek ideas for workshops etc.

• Adjournment

Once the Kin year winds down, you will have to organize a turnover with the incoming

Deputy Governor. A big part of the turnover will be informing the incoming team about any

strengths and weakness’ of the clubs in the Zone. The Club Visitation reports will form an

important part of this discussion.


10 Zone Conferences

A Zone Conference is essentially the annual business meeting of your zone. Holding a Zone

Conference gives clubs an opportunity to discuss matters that pertain to the operation of the

zone, such as conducting zone service projects, holding Zone sporting events or changing

Zone policy. The Zone Conference allows members who are unable to attend a district or

national convention the chance to voice their concerns to representatives who will have the

opportunity to attend these conferences.

It also offers a forum for the zone speakers’ competition and provides the opportunity to

distribute various zone awards. It is also the venue for the election of the new Deputy

Governor. Most zones hold a joint meeting that both Kinsmen and Kinettes attend but can

also include time on the agenda for both groups to meet separately. Each separate meeting

would be chaired by the respective Deputy Governor.

Kin Rules of Order should be in effect, and members should be encouraged to stand and be

recognized by the chair before speaking on matters. If you are unsure of proper procedure,

consult the Successful Club Manual on how to run a meeting. District By-Laws will determine

when zone conferences must be held, but you have some latitude in selecting the actual date.

However, you need to get approval from your district executive before proceeding with the

timing of the conference. The location of the zone meeting is usually predetermined through

the use of a bidding system or on a rotational basis. When planning your Zone Conference,

you should work closely with the host club to ensure that the facilities, food, education and

fellowship are well planned. Make sure they know what your requirements are for a meeting

room and for audio-visual equipment. It is always good to have one or more meetings with

them prior to the conference so that everything is ironed out well in advance of the meeting

and nothing is left to chance.

It is best to outline your needs in writing so that a permanent record is kept and they have

something to refer to, should confusion arise at a later date. Try to have a theme for the

conference, and plan your agenda so that there is something meaningful for everyone who

attends. You may wish to consider asking each club to suggest topics for discussion or

suggestions for the business meetings. Clubs having constitutional changes that they would

like to see adopted should use the forum of the Zone Conference to discuss their ideas.

In order to have their concerns on the official agenda, they should forward them to you at least

30 days prior to the Conference. When planning your agenda, acquaint yourself with the


minutes of past zone meetings to ensure there was no leftover business from the previous year

that needs to be dealt with at your meeting. If time permits, try to provide some type of

personal development on the agenda through a workshop, video presentation, or handout of

printed material. Also, ensure that you allow some time on the program for fun and

fellowship.

Prior to the Conference (see District House Rules for timing), forward a copy of your proposed

agenda and budget to the District Executive. Your Official Call to the Zone Conference,

together with a copy of the agenda and any resolutions, should be sent to each club in the zone

prior to the meeting. In your letter, encourage each club president to bring representation from

their executive to the meeting. The training benefits that stem from these meetings can be

invaluable.

Ask each Club President to submit a report for the meeting in writing. Specify in your request what you would like to see in the report (i.e. membership statistics, projects, participation in district and national programs, upcoming functions, special anniversaries, or names of award winners). Consider binding these reports into a brochure that could be circulated prior to the meeting and then just have the highlights brought out at the meeting. Encourage each club to have at least one joke for the meeting.

Review the voting procedures for your zone prior to the meeting. You will need a printout of club members as of the month end that is 35 days prior to zone conference (as per National Policy & Procedures) to determine who are members of each club. This may be required in order to confirm validity of members and Club size in the event of a poll or ballot vote. Also ensure that all clubs submit their completed Accredited Delegate Forms to your Credentials Chair at least seven days before Zone Conference (deadline set by National). Remind them that without this form submitted on time, their club does not get any votes at Zone Conference.

On the day of the meeting, it is advisable to arrive early to ensure all necessary arrangements have been made and the meeting room is set up to your satisfaction. Make sure arrangements have been made to properly look after any guest speakers or District Officers that will be in attendance. During the meeting, stick to your agenda as much as possible, and proceed in an orderly fashion from one order of business to the next. Allow reasonable time for debate, but do not allow the meeting to drag just to satisfy the desires of a small minority.

Following the meeting, remember to send a thank-you note to the host club for their efforts on your behalf. In addition, you need to forward a copy of the minutes to your district executive and to each club in the zone within 30 days of the conference.

Zone Conferences – Things to remember

• Mail clubs an official call 30-45 days prior to the event with the date, location, cost, time and theme, if applicable. Exact deadline will be in your zone or district house rules.


• If any clubs have submitted resolutions, they must be circulated to the other clubs as well.

• Outline the day’s agenda along with any other details clubs will need to know.

• Request a joke from every club to keep your meeting interesting.

• Remember to request your presidents’ reports on their club activities. Always give yourself a few days extra if you are setting a deadline for them.

• If time permits, try to provide some type of personal development through a workshop, video presentation or handout of printed material.

• Appoint a secretary for each portion of your meetings and also a rules of order chair.

• Most importantly, work closely with the president of your host club. Ensure some sort of fellowship is included in the day’s events.

• Remember to send your Governor a written invitation and reserve 15-20 minutes on your agenda for their report.

• Copies of the minutes from your business session should be forwarded to club presidents within six weeks. Your Governor will also require a copy of all zone minutes.


Suggested Zone Conference Agenda

• Call meeting to order

• O’Canada

• Kin Song

• Appointments:

• Rules of Order

• Sergeant-at-arms

• Introductions:

• head table

• special guests

• Club Presidents

• Past Officers

• Chair’s remarks

• Speaking competition

• Minutes of past Zone Conferences

• Resolutions

• Presidents’ reports

• Deputy Governor's report

• District representative’s remarks

• Old business

• New business

• Nominations report

• Presentation of bids for next zone conference

• Election of site for next zone conference

• Presentations of candidates for Deputy Governor

• Election of Deputy Ggovernor

• Awards

• attendance

• participation

• efficiency

• speaking competition

• Remarks of Deputy Governor

• Sergeant-at-Arms report

• Host club final remarks

• Deputy Governor’s final remarks

• Adjournment


10.1 Voting at a Zone Conference

The delegate registration and voting at a Zone Conference shall follow the same procedures as

a National Convention. Further information on this can be found in the Successful Club

Manual.


11 District Meetings

You are expected to attend district meetings such as the District Leadership Seminar, District

mid-terms, and District Conferences. These training meetings are intended to help clubs become

more effective and increase Kin knowledge.

11.1 Pre-term Meeting

The Pre-term Meeting is held sometime between the District Leadership Seminar and late

summer. In attendance will be the incoming Deputy Governors as well as members of the core

district executive, including the Vice-Governor, Secretary, Treasurer, District Co-coordinator,

and the District Directors. The Pre-term Meeting officially starts your year as a district officer

and has a dual purpose. One is to go over policies and procedures for the next Kin year, and the

other is to share some fun and fellowship with your fellow district officers with whom you’ll be

closely working in the coming year. A full day of informative and rewarding meetings is

usually planned. The executive will be presenting their plan for the year including district

programs and awards. Your input at these sessions is vital and will go a long way toward

ensuring a successful Kin year. You are representing your zone at these meetings, and this is

your opportunity to influence district and national policies. Make sure that the district service

projects are compatible with “Serving the Community's Greatest Need” and that proposed

awards meet the needs of your members. You should also come prepared to bring feedback

about your zone to the district executive. Are there any clubs in trouble? Are there any potential

charters in your zone? Do you need any help in bringing the charter about? What are the

members saying about various programs? What needs to be changed?

11.2 Fall Leadership Conference

The Fall Leadership Conference (FLC) is a meeting of the district council, which is made up of

the Governor, Vice-Governor, the core District Executive, the Deputy Governors and all Club

Presidents. District By-Laws will determine the time for FLC. The FLC serves three functions.

First, it is held to conduct whatever district business and decision making is required. The final

financial statement for the past district executive is usually presented at FLC, as is the final

report of the previous year’s district convention committee. In some districts, the FLC is

considered a mini-convention for voting purposes, with each club completing an Accredited

Delegate form as per national voting procedures.

The Deputy Governors are often asked to manage the credentials desk during the meeting, so

you should be aware of who is and who is not an official delegate. The District Credentials Chair

will have received the Accredited Delegate forms the week before FLC, and will have sign-in


sheets prepared for each club. They will provide direction for you on who is to sign in where at

credentials. The main function of the FLC is to train club leaders and to offer personal

development opportunities to the general membership. Seminars are conducted on relevant

issues, such as district service projects, membership recruitment workshops, membership

retention workshops, charter opportunities, and leadership skills.

Much emphasis is focused upon the role of the president in the club. The FLC also provides a

forum for clubs to exchange ideas on projects and discuss mutual problems. Finally, the FLC

provides an opportunity for fellowship. There is generally some terrific entertainment provided.

Deputy Governors usually do not play a major role at FLC. The district executive council

(district council without the club presidents) usually meets just before the FLC, and you may be

called upon to update the executive council on the current status of your zone. Any concerns

you have heard regarding national and district programs should be voiced at this time.

You should also be prepared to provide a second report for the entire membership during the

subsequent conference. Your major role at the conference is to encourage as many club

presidents and members from your Zone to attend as possible. You should include a reminder

about the meeting in your Zone newsletter and follow up with a phone call to each Club

President.

You could also try to schedule a meeting with your Club Presidents sometime during the

conference. This doesn’t have to be very formal and could simply involve arranging for a special

table during one of the lunches at the conference. This gives you an opportunity to update

yourself on what is happening in your Zone, and it gives the Presidents a chance to voice any

concerns they might have regarding the operation of their Clubs or on District or National

programs.

Fall Leadership Conference Report

Information required for this report will include:

• an update on club activities during the summer

• dates and locations of zone presidents’ meetings for the year

• how many clubs visited for your first official visit and when the first round of visits

will be completed

• report on membership expansion

• report on charter expansions – Kinsmen, Kinette, Kin

• report on fall interclub (if applicable)

• preliminary report on plans for spring Zone Conference

• report on any prospective candidates for the office of Deputy Governor


• report on how National and District programs are being implemented by the clubs in the

zone, i.e. membership

• updated report on the incorporation status of each club in the zone, any clubs that did not

file their returns to the government, and any special events taking place in the zone

11.3 Mid-term Meeting

The District Mid-term Meeting takes place between January 1 and February 15 and includes all

members of the District Council. It is an opportunity for the council to review the months

since their election and plan for the upcoming Zone Conferences and District Convention.

This meeting provides Deputy Governors the opportunity to discuss what issues they may be

having with clubs. The input of the entire council can be beneficial in assisting DGs fulfill their

role as an advocate for their clubs. Also included on the agenda for the meeting are

presentations by the District Membership and Service Drectors, a review to date of the district

financial statement and summaries of outstanding dues and insurance reports. If time permits

on the agenda, there may be opportunities for Kin Education.

Mid-term Meeting Report

Information required for this report would include:

• number of members enrolled in the Maple Leaf of Distinction Award program, in the

Zone

• number of members enrolled in the Founder’s Award for Achievement in the Zone

• projecting the amount of money being raised by the clubs in the zone for the District

service project for the current year

• report on zone membership as of Dec. 31, including a notation of any club experiencing

membership difficulties

• report on new club expansion

• report on plans for Spring Conference

• report on prospective candidates for the office of Deputy Governor, Vice-Governor or

National Vice-President

• report on club visitations for your official Deputy Governor visit

• report on items of interest coming from Zone Presidents’ meetings

• report on prospective bids for district convention


12 District Convention

The most important meeting held in a district in any given year is its annual District

Convention. The location of the convention varies from year to year and is usually bid on by

clubs at least two years in advance. According to our General Operating By-laws, the

convention must be held before June 27.

The District Executive council (district council without the club presidents) usually meets just

before the district convention for its annual business meeting. You may be called upon to

update the executive council on the current status of your zone. Any concerns you have heard

regarding national and district programs should be voiced at this time. You should also be

prepared to provide a second report for the entire membership during the subsequent

convention. Resolutions may be reviewed at this time as well. The actual district convention

serves four functions.

First, it is held to conduct whatever district business and decision making is required. A major

highlight is the election of the Vice-Governor(s). In addition, the yearly budget is presented as

is the final report of the previous year’s fall leadership committee. Various resolutions may

also be dealt with, including those relating to changes in the District By-laws or the National

General Operating Bylaws. The Deputy Governors are often asked to man the credentials desk

during the meeting. The District Credentials Chair will have received the Accredited Delegate

Forms the week before Convention, and will have sign-in sheets prepared for each club. They

will provide direction for you on who is to sign in where at credentials.

The second function of the District Convention is to train club leaders. The Vice Governor’s

committee usually holds a President-elect school where newly elected Club Presidents are

schooled on district and national programs as well as given pointers on how to successfully

lead their club. As a zone leader, you should make a special effort to encourage your newly

elected club presidents to attend. You should include a reminder about the meeting in your

zone newsletter and follow up with a phone call to each club president.

The third function of the convention is to reward particularly successful individuals and clubs

by presenting them with one of the many district awards. A highlight for most attendees is the

public speaking competition. In addition, the Senior and Junior Bulletin Awards, the Service

Award, the Visitation Award, and the Membership Expansion Award. Most award winners go

on to compete at the national level.

Finally, District Convention provides an opportunity for fellowship!


District Convention Report

Information required for this report would include:

• Latest membership together with the net increase or decrease, report on new club

expansion

• updated report on club participation with National and District programs

• report on spring conference, including name of newly-elected Deputy Governor

and winners of Zone awards

• update of the projection of money being raised by the clubs in the Zone for the

District service project


13 National Convention

The National Convention is held every year between Aug. 15 and Aug. 31. Your District has the

opportunity to host the National Convention. Many zone officers try to attend the National

Convention at the conclusion of their term in office. However, it may be more beneficial to

consider attending the convention during your term in office so that you can be educated in

national programs and policies. In addition, there is much fun and fellowship at these meetings

and you are encouraged to take your family along for a holiday.

A National Convention is similar to a District Convention, as it conducts meetings for both

Kinsmen and Kinettes. The National Convention is the Supreme Court as far as the National

General Operating By-Law is concerned, and it is here that amendments to them are heard. This

is also where the national budget is approved. Another important part of the convention is the

election of the National Vice-Presidents. In addition, many national awards are presented, such

as the public speaking competition, service awards, etc.

As Deputy Governor, you should encourage all of your clubs to send at least one delegate to

National Convention. All clubs should be encouraged to complete the Accredited Delegate form

(as outlined in the National General Operating By-laws). Remember that, if you are carrying

votes of a number of clubs in your zone, you have an obligation to represent their views when

casting these votes, so don’t let your personal viewpoint get in the way of the best interests of

your zone.

Attendance at a National Convention is an inspiring and educational experience. If you only

have the opportunity to go to one convention try to make it during your year as zone leader.


14 Troubleshooting Guide to Club Problems

As a Deputy Governor, you should be willing to exercise leadership that includes reviewing and finding solutions to club problems. It is very important to approach this responsibility with an open mind and to be honest in your evaluations. For example, as you work with a Club President to ultimately solve the problem, you would not be the first DG to discover, as part of this process, that you are part of the problem. As we are all human, it simply goes with the territory.

As a leader, you must set aside your pride and be objective in your review of the facts. After all, you are trying your best to do a good job and some of the problems may have been around since before you took office. If the cause or solution to a problem is evasive, feel free to discuss the matter with your District leaders. After all, your success and that of the clubs in your Zone is important to them. It is possible that viewing the situation from a different perspective will allow them to provide new insights.

No manual can provide all the answers to problems a club may experience, however, it usually helps to look at problems in an organized fashion. It is only after the nature of a problem is understood that we can expect to find a solution.

You need to gather as much information as possible. This will include past Deputy Governor Visitation Reports, How Healthy is Your Club Questionnaires and personal interviews. Many Club Presidents and Deputy Governors do not appreciate the value of data collection and retention until they run into a problem and have to try and solve it with no understanding as to the causes.

What is most important to remember is that you are not in this alone. You have considerable resources available to you. The District Governor(s) are your main support as they can help you directly or with their knowledge of other support systems. They have Service, Membership and Risk Managers available to help with programs. They can offer programs, support and guidance if a club’s problems are club management related (i.e. inexperienced leaders or leaders who are no longer leading) and finally they are usually in the best position to offer recommendations on District conflict resolution experts.

Equally important Kin Headquarters staff have developed a plan to provide enhanced support to clubs across the Association. This support is not there to replace the Deputy Governor but to supplement it through direct contact with struggling clubs. Deputy Governors are volunteers and cannot always be there when needed. National staff are paid and will ALWAYS be there.

The National staff will consult with the club, the Deputy Governor, and with District to determine the best way to help these clubs. It is done in a professional manner complete with goals and plans.


14.1 Signs of a Club President in Trouble

Before you can identify the cause of the problem, you must be able to identify the person or

persons with the problem. Here are nine signs that could indicate a club president in trouble:

1. Struggles to maintain the status quo, to defend what is, to oppose the new. Strives to

repeat the past.

2. Becomes defensive – guards against attack of any kind. Wants not to be questioned or

challenged. Never moves forward or sticks their neck out.

3. Has no team spirit – wants to do it all by themselves. Wants no suggestions, no criticism,

and no help of any kind. Even help is a threat to them.

4. Lazy – They have arrived, are secure. Confident of presidency and its ability to carry

them for the rest of the year.

5. Without imagination – cannot or will not think creatively. Refuses to reach out and

stretch their mind to the broad horizons.

6. Won’t take risk – does not enter into competition of any kind, to suggest a new product, a

new system… these actions present hazards too great to bear.

7. Has a poor understanding of people –lacks the ability to listen and to hear their executive

members. Can’t be sympathetic or kind and, therefore, is rarely helpful to anybody.

8. Passes the buck – whether it’s a minor mistake or a catastrophe, they can’t or won’t accept

responsibility or even casual involvement in it. Usually the executive did it against their

advice.

9. Offers too many excuses – has an excuse for everything and makes false promises. Some

of the lines they give you are:

– I forgot

– It’s in the mail

– I assumed

– It’s all taken care of

– I didn’t get the message

– Don’t worry about the details

When realizing a Club President is in trouble, offer your assistance, and review goals and

priorities with the president to make the needed adjustments


14.2 Problem solving:

1. Identify: Attempt to clearly state the apparent problem or symptom as concisely as

possible.

2. Qualify: Attempt to identify the real causes of the problem.

3. Rectify: Review all possible solutions, with the objective being the choice of the most

effective option.

The last step, rectify, is probably most important and often neglected. Some of the finest minds

in history would now be forgotten if they had not faced adversity to present their ideas. Once

you have determined which solutions are appropriate, stick to your guns and see it through.

The following charts show one way a problem can be reviewed. It can help significantly to

review a problem in this manner. However, it can only work if we are very concise in listing

the problems and causes. Avoid generalities, such as “Club attitude is not healthy.” Such a

generality is impossible to address effectively, instead, concentrate on narrowing the focus.

The above problem may be better stated as a number of smaller problems, such as “Members

do not participate in service or fellowship.”

The problems presented in the following pages are simply provided to show some possible

approaches to problem solving. Remember, you cannot know it all. There is a wealth of

information and resources accessible to you at club, zone, district and national levels. Staff at

National Headquarters use these resources (past and present) and are ready, willing and able

to assist you.


14.3 Guide to Club Solutions

Apparent Problems or

Symptoms

Probable Cause or Real

Problem

Possible Solutions

A. Poor attendance and / or participation at meetings

a. Club members are not being informed of meetings.

a. Establish communications systems (newsletter, telephone tree, email etc.).

b. Lack of interest on the part of the members.

a. Evaluate club meetings. Are they too long, uninteresting, not well organized?

b. Establish immediately a club survey to find out members' feelings. Administer the survey by personal contact with each member to get his or her response.

c. Poorly organized meetings / lack of

protocol.

a. Go through a checklist for meeting preparations. Emphasize delegating of responsibilities to see that meeting arrangements are completed.

b. Advise president on basics of parliamentary procedure if he or she is inexperienced.

d. Poor leadership attitude in club

leaders.

a. Conduct an executive reorientation to instil proper leadership attitudes.

b. Advise club president to follow up on their executive members to develop proper attitude of leadership.

c. Conduct executive seminar refresher session emphasizing the importance of the right attitudes toward leadership.

e. Not having fun a. Meetings need to be effective and enjoyable.

b. Is your fines session lively? c. Do members feel engaged and free to

speak their mind. d. Is the atmosphere relaxed.?


B. Insufficient membership participation to conduct projects.

1. Lack of good membership recruitment program.

a. Have the membership committee explore the possibilities of new ideas in recruitment. Have the committee come up with problems in recruitment and have them develop programs that will focus on eliminating the problem.

2. Members are not being asked to participate in projects.

a. Establish a communication system (newsletter, telephone tree, etc.).

b. Be sure that each project has a "person-power" chair whose responsibilities include contacting each member for the project.

c. Use directors to identify the interest of members so they will know who to contact for projects.

3. Members are actively participating in other projects.

a. Delay conducting the project or reassess the project to involve other resources in the community (youth organizations, etc.),

b. Expand your recruitment program to provide more members to conduct projects.

C. High turnover in membership from

year to year.

1. Programs and projects are not meeting the needs of the members.

a. Get a broader base of membership involvement in planning projects at the outset of the year or during periods of project evaluation.

b. If this occurs during the year, have club re-evaluate its entire year's program. Involve members in this process and include projects that they are interested in.

2. Dissatisfaction with the leadership during the year.

a. Provide means of involving membership through decentralization of power in the club.

3. Members are not being asked to participate in meetings and projects.

a. Personal contact through directors and/or committee chairs to get members involved in planning projects.

b. Evaluation of members' participation at executive meetings to assess involvement of each individual member (may be done in teams of larger clubs).


D. Proposed projects are not being carried to completion or are being dropped.

1. Lack of members to plan and conduct the projects.

a. Have the membership committee explore the possibilities of new ideas in recruitment. Have the committee come up with problems in recruitment and develop programs that will focus on eliminating the problem.

b. Reassess projects to see if the club can still conduct them with available members. If not, rewrite project plans or seek community resources to assist.

c. Begin a recruitment program. Run the Maple Leaf program.

2. Lack of financial resources to conduct projects.

a. Establish a finance committee to look for sources of revenue.

b. Look for funding from community sources (foundations, grants, etc.).

c. Redesign projects so they do not require a high amount of funding or so the resources in the community (businesses) may be included as a promotional asset.

3. Inexperienced committee chairs are not able to plan and conduct project.

a. Assign a more experienced member as an advisor to the chair and have them work as an assistant.

b. Adopt executive policy of having new members work on one project prior to chairing a project.

4. Club planning at outset of the year not properly done.

a. Conduct a mid-year evaluation right away and brainstorm ideas for changing or improving projects on planned year's program. See if projects are still relevant to club's and community's need.


E. Lack of involve-ment on the part of membership.

1. Poor understanding of the goals & objectives of the club/Association.

a. Evaluate your present orientation program and make changes that are necessary in informing members of the Association's goals and objectives.

2. Projects are not meeting the interest of members.

a. Get a broader base of membership involvement in planning projects at the outset of the year or during periods of project evaluation. Include more projects that will meet the needs of the members.

b. Use the directors to identify the interest of members so they will know whom to contact for projects.

c. Reassess present projects and programs to better suit them to the needs and interests of the members.

3. Lack of Club Pride. a. Establish a club pride committee to explore possibilities of improving pride in the club.

b. Work on improving public relations in the community through impact projects and becoming recognized by other people in the community.

c. Develop the attitude of broad base involvement - getting more people involved and interested in the planning of community and club improvements

d. Work with club president to eliminate internal friction sources that may be detrimental and discouraging to members.

4. Club members are too busy in other activities.

a. Evaluate members' participation at executive meetings to assess involvement of each individual member (may be done in teams for larger clubs).

b. Ask each member to give the president a commitment on the time he or she is able to give to the club. Publicize the commitment to the club chairs and officers so they may use the information in asking members for their time.

c. Use members only when necessary and not for activities that do not require many members.


F. Club is inactive and nothing is taking place.

1. No action on the part of the club leadership.

a. Hold a brainstorming session with members of the executive to assess the problems that exist and identify the probable causes. (Have them identify the problem rather than a district officer doing it for them).

b. Organize a team of district and past-local Kin to assist in working out realistic solutions that the club leadership can agree to. (Be careful not to overwhelm the leadership with too many district personnel.)

c. Involve the local club membership in coming up with probable causes and solutions to the club's inactive status.

2. Club members are overused and are not willing to work on Kin activities any more.

d. Have president contact the members who were active at one time to work as a team to get activities going in the club. (Caution: Start slowly, don't begin too many projects.)

3. New members who came into the club are not willing to get involved.

a. Immediate person-to-person orientation by more experienced members or by club presidents with assistance from district officer.

b. Immediately implement the Maple Leaf of Distinction program.

c. Run New Members School using experienced Kin.

d. Start a club project and attempt to get as many new members involved in the planning process. Assign them small responsibilities to start with to get them into an active status. Be sure to provide adequate follow-up so they do not lapse into inactive status.

4. Poor follow-up by Club leaders.

a. Establish an immediate contact with the club president and outline a timetable of activities to get the club active again.


G. Membership dues

are considered too

high

1. Members do not understand the national and district dues and assessment process

a. There is a cost to maintaining a national organization. These expenses include insurance for all national, District, Zone and club officers and Directors, insurance to run service projects, ensuring long term viability of the organization, maintaining club support etc.

b. That cost is agreed to by the clubs through a national budgeting process.

c. The cost is then shared based on a club membership ratio.

d. While the cost to the club is based on a club membership ratio, this is not meant to imply that each member of a club should pay that amount. Many of the costs are related to ensuring our ability to run Service projects.

e. Therefore the National and District dues and assessments should be considered the club’s expense and not directly related to individual members and may be paid from an administrative fee assessed on service projects

2. Members do not understand the club dues process

a. Individual clubs may assess a fee to belong to the club.

b. That fee, or dues, is determined by the club members during the budgeting process.

c. It is not tied directly to District and / or National dues and assessments which are club related.

d. The member fee goes back to the members in many different ways – primarily focussed on fellowship and personal development.

3. Members do not understand the value they receive for what they pay

a. Membership in a Kin club brings many rewards.

b. Members receive personal satisfaction one receives when you help others.

c. Members make lifelong friendships

d. Members increase their social life, hence improve their well being

e. Members gain personal development through working on committees, projects and running meetings.

f. All of this for pennies a day.


The Objects of the Association are: To promote and direct service work through fellowship amongst its Clubs and their members, to the end that:

1) members of the clubs may enjoy personal development through the Association; 2) they may be improved and educated in modern business and professional

methods and ethics; 3) the involvement of all in the enrichment of their community may be stimulated; 4) a spirit of co-operation, tolerance, understanding and equality among all nations

and peoples be fostered and that unity of thought and purpose throughout Canada be established toward this goal; and

5) they shall serve their community’s greatest need.

SONGS The singing of the Kin song is a tradition that has been with Kin since our earliest history. Traditionally the Kinsmen, Kinette or Kin song is sung at the beginning of a meeting.

Kinsmen Kin Kinette

Here we are, together once again

One and all a happy bunch of men

Leave your cares and worries for a while

Let your face break forth in smile

Look around, grab someone by the hand

They’re your friends, the finest in the land

Now all set, let’s shout to beat the band

Kinsmen, Kinsmen, Kinsmen

Here we are together once again

One and all a happy bunch of Kin

Leave your cares and worries for a while

Let your face break forth in smile

Look around grab someone by the hand

They’re your friends the finest in the land

Now all set, let’s shout to beat the band

Kinsmen, Kinettes and Kin

Here we are, together once again

Happy in the family of Kin

We’ve forgot our cares and worries too

Kinettes we’ve work to do

Each of us will help to bind the ties

So the heart of Kin will never die

One and all, let’s raise our voices high

What do you say?

Kinettes, Kinettes, Kinettes

GRACE Kinsmen, Kinette or Kin grace is said prior to any meal during a meeting, event, conference or convention. It is said as a way to remind all present for the meal how glad we are to come together in the spirit of giving and we

are thankful for all we have been given as a result of being a member of the Kin family.

Kinsmen Kin Kinette

Happy to meet Sorry to Part

Happy to meet again For what we are about to receive O Lord make us truly thankful

Amen

Happy to meet Sorry to Part

Happy to meet again May the Lord make us true Kin

In our thoughts and deeds And make us truly grateful

For the food we receive Amen

May the Lord make us true Kinettes In our thoughts and deeds

And make us truly grateful for the food we receive

Amen

successful zone manual - district 7 kin

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