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IMPACT OFFICER GUIDE - LEADERSHIP CHAIR



Currently, few chapters have a vice president of leadership, a leadership development chair, or other similar officers. Most chapters consider the president to be the officer in charge of developing leadership within the chapter. While leadership development may certainly be handled by the president, and most chapters have a vice president of service and a vice president of fellowship, why not have a vice president of leadership to mirror the three Cardinal Principles of Alpha Phi Omega?

CONTENT



NATIONAL DOCUMENTS


CONCLUSION

The need for an officer that is dedicated solely to leadership development is one that is rarely recognized by chapters. Many chapters delegate leadership development to the president, who is seen as the "leader" of the chapter, and therefore an "expert" on leadership. While a president must have excellent leadership skills, they also need to be an expert on improving the leadership skills of others. Even if the president possessed such skills, the duties of the chapter president are taxing enough that planning and executing leadership development programs would take away from the president’s ability to manage other duties. Therefore, it is necessary to have an officer who can dedicate his/her time and energy solely to improving the leadership skills of individual brothers.

The title or position of this new officer is not as important as what the officer is charged with doing. The officer most logically fits as a vice president — the vice president of leadership. Most chapters already have a vice president of service and a vice president of fellowship. Adding a vice president of leadership would give each Cardinal Principle a vice president to represent that position. However, the leadership officer does not necessarily have to be a vice president. This position may be called the leadership development chair, the leadership educator, or even the leadership guru. The name and position in the chapter officer structure should be decided by each individual chapter.

You will find that we have not attempted to provide you with an answer to every question, problem, or crisis that may arise during your tenure. Instead, we hope the guidance provided will enable you to make proactive decisions that will provide positive experiences and support for your chapter's alumni program. Remember, one of the best support systems any officer can have is interaction with the previous officer and transference of information. If you feel that you have learned something in your position that could help other officers in the Fraternity, please send your suggestions to leadership.director@apo.org so this manual can remain fresh and relevant.

ACKNOWLEDGEMENTS

APO IMPACT Chapter Training Program was developed under the 2006-2008 National Leadership Development Commitee, Ed Richter; Program Director. Many thanks to all who helped in writing, reviewing and developing this dynamic tool.