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THE U.S. JAYCEES IS A LEADERSHIP TRAINING ORGANIZATION.A MANAGEMENT DEVELOPMENT MANUAL OF THE U.S. JA YCEES®.

RSVP NO. 5046-0

The United States Jaycees @CLINT DUNAGAN MEMORIAL AWARD

The Clint Dunagan Memorial Award is the highest honor that The U.S. Jaycees can bestow on a regional director. It ispresented annually at The U.S. Jaycees Annual Meeting to the 20 most outstanding regional directors in the country. Thereare more than 400 RDs in the country, so competition for the award is intense. If you follow the guidelines and utilize therecommendations and techniques contained in this handbook, you'll be one of the top candidates for the award.

So that you have an idea of the basic criteria of the award at the beginning of your year, the following is presented:

JUDGING CRITERIAA. INFORMA nON REOUESTED BASED ON ASSIGNED REGION

1. Chapter base May 1: Regular __ Non-Regular __Chapter base April 30: Regular __ Non-Regular __

2. Member base May 1: Regular __ Non-Regular __Member base April 30: Regular __ Non-Regular __

3. Retention: __4. Number of successful affiliations worked on:

Regular __ Non-Regular __5. Number of new member adds: __6. Number of Jaycees recruited personally: __

B. ATTENDANCE AT U.S. JA YCEES AND STATE JA YCEE MEETINGS1. Check the following U.S. Jaycees functions attended:

__ Annual Meeting__ July Officers' Training School (JOTS)__ Ten Outstanding Young Americans (TOYA)

2. State meetings:a. Number of statewide meetings held: __b. Number of statewide meetings attended: __

3. Did you attend the State Officers' Training Session at the beginning of your year? Yes __ No __C ASSIGNED CHAPTERS AND DISTRICT DIRECTORS

1. How many under 20 chapters did you have on May 1? Regular __ Non-Regular __April 3D? Regular __ Non-Regular __

2. How many District Directors were you assigned on May 1? __3. Attach a list of assigned chapters, by District Director assignment, showing regular and non-regular membership for

each on May 1, November 30 and April 30.4. How many chapters attained U.S. Jaycees Blue Chip? __ District Directors? __5. Summarize how you contributed to the effectiveness of assigned District Directors and their assigned chapters.

D. ACTIVITIES1. Attach a list of all meetings you attended from May 1 to April 30, showing round-trip mileage. (Designate visits to

assigned chapters' or District Directors' meetings as OFFICIAL VISIT in right-hand margin.)2. Did you hold regular meetings with your assigned District Directors and/or state chairmen? Yes __ No __

How many were held? __3. Did you hold a training session for your assigned District Directors on the presentation of a Local Officers' Training

School? Yes __ No __4. Did you hold regular meetings for all assigned chapters? Yes __ No __

How many were held? __5. Did you publiSh a newsletter? Yes __ No __

How many times during the year? __(Attach two (2) issues.)

6. If you were assigned statewide programming responsibility, attach a copy of your plan of action and any promotionalmaterial used in promotion of the program area. (Manuals, newsletters, etc.)

E. GOALS AND ACCOMPLISHMENTS

1. Summarize the goals and objectives you established at the beginning of your term and tell how many of these goalsand objectives were accomplished. In summarizing your accomplishments, analyze your mistakes and makerecommendations as to how they could be avoided in the future.

2. List your recommendations for the future, including additional services from The U.S. Jaycees and your stateorganization that would benefit your assigned chapters and/or increase the effectiveness of your program area.

The twenty (20) outstanding regional directors shall be selected in the following manner:1. Each regional director who has achieved The U.S. Jaycees Regional Director Blue Chip status shall be a finalist and shallbe recognized at Annual Meeting as such.2. Each state organization member selects two (2) outstanding RDs from its list of RD Blue Chips to nominate for the ClintDunagan Memorial Award.3. The U.S. Jaycees Executive Committee selects the top forty (40) RD nominees.4. The president of The U.S Jaycees, the executive vice president and one staff officer selected by the executive committeedecide by secret ballot the twenty (20) outstanding RDs.

Official entry forms are available from your state office; your state president must sign and submit the Dunagan candidates for your state.

Table of ContentsThe Clint Dunagan Memorial Award Inside Front CoverIntroduction 2Your Responsibilities and Skills '" 3

Your Personal Priorities 3Decision Making 3Self Motivation 4Time Management 5Staying Organized 5

Managing The State Organization 6Constitution, Bylaws and Policies 6State Finances 7Assisting The State President 7Know Your Stuff 7Promote Your State Organization 7

Managing Your District Directors 7Know And Respect Your People 8Know the Trouble Signs 8Communicate 9Effective Meetings 9Written Communications 10Your Personal Communications 10Creating A Team 11Training District Directors 12

Effective Speaking 13Prepared Speeches 13Putting A Speech Together 14

Growth 15How To Recruit 15How To Retain Members 18Extensions/ Affiliations 19

Resources 21

Courtesies For Resource People 21Regional Director Blue Chip 22District Director Blue Chip 24Appendix 26

RD Blue Chip Certification Form 26RD Plan Of Action 27RD Membership Plan 28Visitation Report Form 29DD Blue Chip Certification Form 30District Director's Training Script 31Items For Your Newsletter, Co respondence and Speeches 33District Membership Reporting Record 35Commitment and Follow-Up Sheet 36District Director's Visitation Record 37District Director's Training Evaluation 38Referral System Applicant Form 39Degrees of Jaycees Certification Form " 40

Induction Pledge Inside Back Cover

Charge And Oath Of Office Inside Back Cover

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How well your state organization functionsand how well the individual chapters are servedby your state organization is the primary respon­sibility of YOU - the Regional Director! Yourstate organization will be financially sound andits policies implemented, and your chapters willall have a successful year, if you do your job.

A tremendous responsibility - yes! But onethat can be both enjoyable and rewarding. Youare as importan t to the state organization and toits chapters as the man in charge of sales is toGeneral Motors. This is precisely why this hand­book has been prepared. 1t is designed to helpyou understand the position you now hold inthe Jaycee organization. The material containedwithin this handbook will not answer every specificproblem you will have this year, but it will assistyou with all of them. Use this handbook - it willgreatly enhance your chances of success.

This year will ei ther be one of tremendousself-satisfaction or one of great frustration. Com­mit yourself today to make it one of self­satisfaction, because the benefits you personally canderive from this year are tremendous. As you en­hance the success of your state organization andlocal chapters, you will learn to manage people, tospeak more effectively, to better manage your time,and to iden tify and solve problems.

There is an old proverb that states, "You cannothelp others without also helping yourself!"

Best of luck, and have a great year!

Your Responsibilitiesand Skills

The responsibilities of regional directors varysomewhat from state to state. This section presents thosecommon to most states. Discuss your specific duties withyour state president so that both of you will know exactlywhat is expected.

Your primary responsibilities are (1) to help manageyour state organization, (2) to manage your districtdirectors, (3) to be an effective speaker and (4) to increasethe number of members in your organization.

"Managing the state organization" means toactively participate in the decision-making process as amember of the board of directors or executive committee.

The result of this participation will be enhanced effective­ness of the organization's efforts to serve the chapters andindividual members that belong to them.

"Managing district directors" involves everythingfrom training and assisting them with their needs to creat­ing a healthy, competitive regional team. Primarily, itmeans spending your time making the district directors aseffective as they can be. It does not mean spending yourtime in their chapters, doing their job for them.

"Being an effective speaker" will also be one ofyour responsibilities this year. You'll be asked tooccasionally pinch-hit for the state president and speak atbanquets, charter nights, membership nights, quarterlydistrict meetings and other events. Your skill as a speakerhas never been as important as it will be this year.

"Increasing the number of members" in eachchapter and throughout your state organization is yourdirect responsibility. You will determine which communi­ties in your region need a Jaycee chapter; you will inspirethe regional enthusiasm toward membership; you willdetermine how effectively the district directors promotegrowth; and you will create the desire in every memberyou meet to "want to pass along the Jaycee opportunity"to other young people.

These are your four primary job responsibilities asregional director. This handbook will address and help youperform each one.

Your Personal PrioritiesAs a state leader this year, you will be called on to

do many things. You will be asked to work harder than youhad counted on working, because your state presidentand district directors are going to ask your assistance onvarious issues and problems. These situations will usuallyinvolve some difficult decisions. You'll have to settle

issues involving personalities and not just cold, hard facts.

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In short, you will be given an opportunity to perform underconditions you've probably never experienced before.

Throughout the coming year, three things willcompete for your attention:1. Your family2. Your job3. Your Jaycee activities

You should never be forced to place so muchemphasis on one of these that it excludes another. How­ever, there will be times when the emphasis must betemporarily shifted.

You are the one who must decide how much time

you give to each of these areas, but because of the impor­tance of this year ... as regional director ... it's a good ideato discuss your involvement with your spouse, your bossand your state president before your year begins. Let themhelp you determine what efforts can be reasonablyexpected of you.

Travel will be a major factor and should also bediscussed with your family. Always let your spouse knowwhere you are going, who you will be with, and the phonenumber at which you can be reached. Whenever possible,take your family with you. When they can't go, be sure tosay "thanks" for sacrificing while you are gone.

Keep your boss abreast of your Jaycee activities.During the year, you may wish to utilize some resourceyour employer has, or you may wish to leave work earlyto visit a distant chapter. The more aware your boss is ofwhat you are doing, the more cooperation there will be.

Also, talk to the president of your home chapter,especially if it is one of your assigned chapters. Explainwhat the responsibilities and time requirements are of aregional director. Ask your chapter president to help byensuring that excessive demands are not made on you forinvolvement in projects and programs "at home."

Respect your personal priorities at all times. If youdon't, your year will be one of pure frustration. If you do,you will remember itas one ofyourmostfulfillingJayceeyears.

Decision MakingYour position this year will require you to make

some difficult decisions. You may have to decide torecommend that a district director resign, that a chapterbe dropped or that the travel budget of all state officers betrimmed due to lack of funds. As well as making decisionsfor yourself, you must be able to explain the decision­making process to your assigned district directors, so thatthey can better make the difficult decisions they mustmake this year.

Two Kinds of Decisions

There are two basic kinds of decisions: routine and

strategic.With the routine decision, the situation is clear, and

your job is to select from a few obvious alternatives. Aroutine decision would be deciding which district meetingto attend if two were scheduled on the same night. Youwould probably choose the district that needed yourpresence most. To determine that, you could simply lookat your latest district competition figures and attend themeeting in the district with the director needing the mostassistance.

The strategic decision is more complex. It ofteninvolves finding out what the cause of the situationactually is,deciding to change it and determining what thealternatives are. For example, deciding how to get anapparently weak district director to deal more effectivelywith his or her chapters would be a strategic decision. Todetermine the cause of the problem, you could analyzeseveral factors: how much training the DD has had;whether there is a problem on the job or at home; whetherthere is a financial problem; whether the assigned chap­ters respect the DD: or whether the DD's ego is so big thatit makes him or her ineffective. Anyone of these could bethe cause.

Once you have determined the cause, search outyour alternatives. Let's say you determined the cause tobe that the DD's spouse has had a health problem andbecause of the resulting debt, the DD had to cut expensesin any way possible. Several alternatives might solve theproblem:(1) Talk to the president of the district director's home

chapter to see if the chapter could pay some of thetraveling expenses;

(2) Ask the state president to raise the allowable mile­age rate for this DD only;

(3) Pay the excess Jaycee expenses out of your allot­ted budget.

Whatever alternative you select, stick to it andfollow through.

The Decision-Making ProcessRegardless of the kind of decision you have to

make, just be sure you follow the basic steps of thedecision-making process listed below.

1. Determine the problem. Identify the problem anddefine it. Be sure you have defined the cause of theproblem instead of a symptom. Continually askyourself "why is this true?" until you are convincedyou have determined the cause.

2. Get the facts and opinions. Examine the dataand information available. Talk to the peopledirectly involved. Be sure to get both sides of thestory.

3. Develop alternative solutions. What are the pos­sible alternatives you have? List them.

4. Select the best alternative. Evaluate the pros and

cons of each one you listed. Be aware of the weak-

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nesses in your selected alternatives, because, inmost cases, the best alternative is far from perfect.

5. Provide for feedback. Even following this proce­dure, it is possible to make a wrong decision. Keepthe communication lines open so that if you didmake the wrong decision, you will find out about itas soon as possible.

This simple thought process can be applied tofamily, social and job situations as well. Try it - it worksl

The Decisiveness HabitEven if you consciously provide for feedback to

catch a wrong decision, act decisively on the alternativeyou select. Don't waste your time wondering "what if ... "or '" wonder if I should have ... " Pick the alternative, andstick to it.

Decisiveness is a habit. The following four rules willhelp you acquire that habit:

1. Decide small matters promptly.2. Select your choice with firmness.3. Forget about the other choices once you've made a

decision.4. Act on your decision.

Make decisiveness one of your habits'

Self-MotivationAt times, it will be tough to keep a positive attitude

this year. During those times, only one person can pickyou up and get you started again. That person is YOU.You're responsible for getting yourself started again.Never forget that you must exhibit a positive attitude foryour region.

The toughest part of any job is getting started.This statement is also the secret to self-motivation. Onceyou get moving on something, the rest is easy. It takesmore power to start a car than it does to keep it rolling.Here are some hints to ensure that you have powerfulself-starting ability.

The Definite Dozen1. Put your plans into writing. Spell out in your mind

and on paper exactly what must be done and how toaccomplish your goals.

2. Use a self-monitoring system. It is not enough tomake a plan and then check yourself when it shouldhave been completed. You need a series of check­points. For example, if you intend to accomplish 10things during a month, you might check yourself atthe beginning of each week.

3. Get an eariy start. If you have been putting some­thing off, get up early and dig into it. An early startshows determination.

4. Distinguish between "can't" and "don't want to."When people explain that they can't do something,they often mean that they really don't want to do it.Find out why.

5. Decide what needs to be done first. Several

movements or procedures are connected with any

activity. If we don't discover which operations needto be carried out first, we tend to do nothing.

6. Improve your self-persuasion ability. Whetheryou apply what you know depends largely on yourself-persuasion ability. This is especially true ofactions which aren't particularly exciting or pleasant.To motivate yourself, you may find it helpful to askthese questions:(a) What am I putting off that I should finish?(b) Why am I putting this off?(c) When is the best time to do this? Why not now?(d) Am Iassuming that itwill be bettertodo this later?(e) What are the disadvantages of putting it off?

7. Contradict negative thoughts. If you have doubtsabout your ability, short-circuit them by asking your­self: What makes me think I can't do it?

8. Do extra work just after you get good news. Thisis one of the best times to do extra work. You will

feel optimistic, and optimism makes difficult jobsseem easier. Don't waste the time or mood on rou­tine activities, but dig into the difficult ones.

9. Use self-prompting. Keep prompting yourself,nudging yourself on to hoped-for results. Peoplealways do something because they expect to getsome benefit. By repeatedly calling the benefit toour attention, we motivate ourselves.

10. Exercise your sense of humor. By investing inyour sense of humor, you develop your positivemental attitude. Whatever makes you laugh helpsgive you a more realistic viewpoint. Make humor ahigh priority.

11. Use action language. Use words such as "now,""immediately," "at once." They spur us on to actionand help beat the procrastination bug.

12. Get started. People associate confidence withaction, and lack of action with a lack of confidence.When all is said and done,you simply must takeaction.

Time ManagementDo you know why busy people get things done?

They simply learn how to manage their time. Time is thegreat equalizer. Nobody has more or less time than you do.

Time will be your greatest resource this year. Yourability to control the use of your time will be your mostvaluable skill. Without the ability to use your time wisely,the effectiveness of all your other talents and skills will begreatly reduced.

As you plan your year of "results," be sure yourresults are wisely distributed over the entire year. Regionaldirectors have always had a tendency to start off too fasteach year, only to find themselves slowing down aroundOctober. Budget your time so that the pace with wh ich youbegin your year is the same pace that you finish it with.Ten Commandments of Effective Time Management

1. Respect time. Don't waste it. Wasted timedecreases the time available.

2. Analyze and budget your time. Look at how younow spend your time. Note the time you need to

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accomplish what you want to do. Then budget thetime necessary.

3. Be an earty bird. Get to work ahead of the gang.Then do the things you don't like to do first.

4. Use a "to-do" list. List and prioritize every­thing you have to do. Finish the first item before yougo on to the second.

5. Make appointments. Preschedule meetings,luncheons, etc. Make times specific.

6. Use the telephone. Prepare for each call. List allpoints you want to cover. Be brief and to the point.Find out when it is most convenient to call your DDsand chapter presidents, and call during those times.

7. Use a pocket calendar. Update daily. Reviewweekly. Include all appointments, deadlines, com­mitments, dates of your chapters' meeting nights,district, regional and state meetings, etc.

8. Keep a personal filing system. If you don't have afile box, use a cardboard box. File daily. Set up afile section for the state,for districts and for chapters.Then separate them into individual files.

9. Use a follow-up or bring-out file. This systemhelps you handle all assignments, promises andcommitments that must be fulfilled at a future date.

Number a set of manila folders one through 31. Rleitems according to the date when action shouldbegin. Then check the bring-out file daily.

10. Keep an idea trap. When ideas pop into your mind,write them down on 3" x 5" cards. Review them atleast once a month.

Staying OrganizedAs you meet with your district directors and their

chapters this year, bear in mind that how well-organizedyou are has a direct influence on how well-respected youropinions and comments will be. If it looks as if you'reorganized and you know what you're talking about, theywill listen to you. If it doesn't, they won't.

You should be totally organized before you conductyour first regional meeting. One of the Ten Command­ments of Effective Time Management recommends thatyou set up a personal filing system. Include three primarysections (state, districts and chapters) and the followingdata in each.

State:• Constitution, bylaws and policy• Minutes of meetings• Financial reports• State president's newsletter• Correspondence• State directory• State budget• State publications• State program data• Parade of Chapters data• Parade of States data

District (one for each district):• District membership history• District membership reporting record'• District director's visitation record'• District director's training evaluation form'• Commitment and follow-up sheer• Director's budget• District director's plan of action• District director's Blue Chip data

Chapters (one for each chapter):• Membership and historical data• List of names, addresses and phone numbers of

officers

• Copies of district director's visitation reports• Chapter's newsletters• Correspondence• Blue Chip certification forms

'See the worksheet in the back of this handbook,Before you leave your home for a visitation, review

the appropriate file. Re-familiarize yourself with thenames, statistics and other information contained therein.The more you know about the state organization, thedistrict and/or the chapter, the more they will recognizeyou as someone who cares.

When you travel, there are certain items youshould be familiar with and carry with you at all times. Putthese materials in a three-ring notebook or manila filefolder, so that when you open your briefcase, you canquickly obtain the appropriate item. Itdoesn't make a goodimpression if it takes you five minutes of rummagingthrough your briefcase to find a copy of the last Parade ofChapters for a district director's standing.

You are not expected to immediately rattle off theanswers to every question DDs or chapter members ask,but you are expected to know where to go to get theanswers. If you carry the following items with you and arefamiliar with all of them, you can answer 95 percent of thequestions before you leave the meeting. Anyone whoanswers 95 percent of all questions automatically createsa very positive impression. Carry these items with youwhen you travel:

• Your Regional Director's Handbook• District Director's Handbook• Chapter President's Handbook• Officers' and Director's Guide

• Your state directory• State president's newsletter• U.S. Jaycees Sales and Products catalogs• Information on state reports, meetings, programs

and Parade of Chapters• Copies of your state publication and Jaycees

Magazine• Basic information materials on U.S.Jaycees Indivi­

dual Development, Management Developmentand Community Development programs

• Basic information on all your state programs

Along with the above, carry the file folder(s) fromyour home filing system which pertain to the meeting youare attending. (Example: (1) to a state executive meetingyou might want to bring the folders on minutes, constitu­tion and bylaws; state budget, financial reports: and thefolder for each of your assigned districts.

Wherever you go this year, be organized and you'llhave the influence you're capable of having.

Managing The StateOrganization

You are a member of your state's board ofdirectors. Along with the rest of the board, you are directlyresponsible and accountable for the management of thestate organization. You are expected to attend all execu­tive committee and board meetings and to actively parti­

cipate in the decision making that establishes the directionand policy of the entire state organization. Once thedecisions are made and the policies established, you areexpected to carry them out.

As you participate in making decisions, be sure toexpress the concerns of any of your districts andchapters. You are their leader, and they count on you toensure that their opinions are represented to the board.

Be objective and rational in your decisions - getall the facts before you cast your vote on any item or issue.The last question you should always ask yourself beforeeach vote is, "Is this the best decision for the majority of

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the members?" If your answer is "yes," you are ready tovote. If you can't answer an immediate "yes," you shouldanalyze the facts again. Maybe you don't have all the factsyou need.

Constitution, Bylaws and PolicyBefore you attend your first executive commit­

tee or board of directors meeting, read and re-readyour state's constitution, bylaws and policy. You willhave to interpret it as it pertains to decisions you arecalled upon to make. You have to understand it wellenough to inform chapters and members on suchitems as (1) the requirements for submitting bids onstate functions or projects, (2) the voting procedureand allocation for chapters at state meetings, (3) theelection procedure and (4) Parade of Chaptersrequirements and deadlines.

You will establish the credibility and impor­tance of the constitution, bylaws and policy. If youcontinuously use them and ensure that the decisionsyou make are the fairest for the majority of members,your DDs and chapters will use and respect them. If,on the other hand, you decide that your opinion isalways better than the opinions set forth in thosedocuments, you can expect your DDs and chapters toshow as little respect for your opinion as you showfor the dictate set forth in the constitution, bylaws andpolicy.

State FinancesYou may not like it, but if your state ends up in the

red at the end of the year, it is a direct reflection on you.And if your state runs out of anything this year, it'll probablybe money.

To keep a Jaycee state organization in the black,you can do two specific things. First, keep expenses to aminimum. Second, keep the money coming in.

You can keep costs down by doing such things as(1) checking to see ifany item or service purchased bytheorganization can be donated or purchased cheaper and(2) planning your travel wisely, keeping your long distancephone calls short, etc. It's not usually the big expensesthat put a state in the red, but rather the constant abuse ofmany small ones.

If your state has a full-time executive vicepresident who helps you raise money, you're lucky! If not,it's a little tougher to keep the bank account full.

Remember, one of your four key responsibilities isto recruit members. And recruiting has a tremendousfringe benefit ... it is your primary source of income!

Whatever fundraising activities your state entersinto, accept the challenge and make them work. Whetherit's selling coloring books or corporate solicitations,commit yourself to fundraising.

Assisting the State PresidentYour state president will need your assistance

many times this year. Sometimes the president will be ableto ask you directly for help, and sometimes not. If, for

example, a particular chapter or member disagrees withan issue or ruling made from the podium at a statemeeting, do whatever you have to do to help. Call thequestion, explain it in a different way, but don't ever let thepresident take the flack all alone. You are part of the state'1eam"; help each other.

You can also help by vocally explaining andsupporting recommendations or decisions made by theexecutive committee to the full board. This shows theaudience that they have a unified state organization. Itbuilds credibility.

Read up on the basics of parliamentary procedure.It will not only help the president, but will also help youestablish your credibility.

Know Your StuffYou are expected to transmit a lot of information to

a lot of people, so be accurate and clear. Know the dead­lines and/or dates for such things as dues submission,Parade of Chapters, bid items,state publication articles, allstate events and Blue Chip reports. Also, know the basicinformation on all state projects and events - who, what,when, where and how much it will cost.

Promote Your State OrganizationSince you are a direct contact to chapters, it is your

responsibility to inform and promote your state's policies,programs and objectives. You not only represent the stateorganization to the chapter, you also represent what thestate organization stands for.

Don't ever get caught up in the infamous "we­they" syndrome, "we" being you and the chapter and'1hey" being the state organization. As regional director,you are '1hey," whether you like it or not. So if you tell achapter president that "they" set the policy, you're actuallytalking about yoursen. "We" are all in this organizationtogether, and "we" jointly determine its successes or itsfailures.

Managing YourDistrict Directors

You do not manage chapters, you manage districtdirectors who manage the chapters. Your work is donethrough these DDs, not around them. The more efficientand effective you can make your DDs, the stronger theinfluence all of you will have on the Jaycees inyour region.

Before you even think about meeting with yourdistrict directors to put your team together, familiarizeyourself with the District Director's Handbook (suppliedto your state organization each year). You must know

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what's in it, because your directors will be coming to youall year with problems they are having with chapters.You've got to have the answers they need ... and most ofthe answers, or at least the steps to take to find theanswers, are in that handbook. Read the whole book andconcentrate on the following sections in it:

• Responsibilities and Skills• Be Organized• Raising Funds

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WON'T TAKE A RISK - Does not enter competi­tion of any kind or suggest a new way of doing some­thing. Risks present hazards too great for the directorto bear.BECOMES DEFENSIVE - Guards against attackof any kind. Does not want to be questioned or chal­lenged. This director never moves forward or takes achance.HAS NO TEAM SPIRIT - Wants to "go it all alone."Wants no suggestions, no criticism, no help of anykind. Any assistance is considered a threat to thisdirector.HAS NO IMAGINATION - Cannot or will not thinkcreatively. Refuses to reach out and stretch his orher mind to broader, new horizons.LACKS EMPATHY OR UNDERSTANDING FOROTHERS - This director has little ability to listen topeople. He or she can't be sympathetic - or kind ­or helpful to anyone.PASSES THE BUCK - Whether it's a minormistake or a colossal catastrophe, this director eithercan't or won't accept any responsibility.OFFERS COUNTLESS EXCUSES - Has an

excuse for everything and makes false promises.This director loves to use lines such as "I forgot";"I assumed ... "; "I didn't get the message"; "We'vegot plenty of time"; or "I've been too busy."

Any of your DDs who displays two or more of thesecharacteristics probably has a problem. Now you mustidentify the cause.

Do they wish they or somebody else would dobetter? Do they wish their spouses would be more under­standing of their commitment? Do they wish you wouldlisten to them more? Do they wish their boss would get offtheir backs about the time they spend on Jayceebusiness?

If the cause of the problem is either the spouse orthe boss, sit down with the director immediately anddiscuss personal priorities. Are family and job still the topconsiderations, or has commitment to the Jaycees super­ceded both? If priorities are out of sequence (and mostlikely they are), encourage the director to discuss thesituation directly with the individual(s) involved. Follow upin a couple of weeks to see if the individual has discussedit with them. If not, keep encouraging the director to do so,because his or her chapters can't be adequately serveduntil all problems are solved.

If the cause of the problem is a feeling thatchapters don't listen or that the director doesn't know howto handle them, take a night and visit the individual todiscuss the problem. (If more than one of your directorshas the same feelings, it's a good idea to bring themtogether all at once.) Be sure each brings a DistrictDirector's Handbook to this meeting, because it willhave most of the answers.

There's a good chance that the director hasn'tproperly identified the cause of the chapter's problems orif so, the solution has not been effectively identified.Therefore, review and discuss the "Trouble-Shooting

• How to Run a Committee

• District Meetings• Know Your Assigned Chapters• Problem-Solving• The Gear Method• "Trouble Shooting" Guide to Chapter Problems• District Competition• M. Keith Upson Memorial Award

Know and Respect Your PeopleFirst and foremost, get to know the people you're

working with this year. Shortly after you are all elected, ifgeographically feasible, invite all the district directors andtheir spouses or dates to your house for a get-together. Itshould be just a casual, social affair, with the sole purposeof simply getting to know each other.

Know the basics about each DO on your team,such as:• Name• Nickname• Spouse's name• Number of children and their names• Employer and occupation• Work days and work hours• Boss's name and address• Birthday• Anniversary• Hobbies

Find out as much as you can about them, becausethey will be very special people to you for the rest of theyear. Use "personal touches" to really make a differencein your DDs' attitudes toward you:• Send a card on their birthdays and anniversaries.• Send a letter to their boss to let them know how

much you appreciate their cooperation and to givethe directors a pat on the back.

• Call during working hours only if the director saysit's okay.

• Ask frequently about his or her spouse and children.• Let the spouse know frequently what a fine job the

director is doing and how much you appreciate hisor her cooperation.

People respond to personal touches. Use as manyof them as you can.

There will be times during the year when you andyour DD(s) disagree. Since each Jaycee has differentinterests, backgrounds, abilities and desires, each willview a situation in a different way. Each person has a rightto a different viewpoint; respect that fact even though youmay not agree. People do things for their reasons - notyours!

Know the Trouble SignsYour DDs will have spurts of greatness and times

of complacency. The faster you recognize a director onthe way to a complacent spell, the faster you can turn thesituation around.

You can best identify a director in trouble by his orher attitude. The following are common telltale signs of an

attitude problem:

8

Guide to Chapter Problems" in the District Director'sHandbook. Then review other sections that you deemnecessary.

Follow up as needed to ensure that the individualgets a good grasp on the district. Your directors will notimmediately know how to solve every problem, so assistwhen necessary until they get the confidence to confrontthe problems. The sooner you are able to assist, the lesschance there is of your directors slipping into a world ofcomplacency.

CommunicateSet up your communication plan immediately and

follow it the rest of the year. The need to communicateeffectively cannot be overemphasized. If you use all thecommunication means available to you on a regularbasis, you'll have a great year; if you don't, you'll have ayear of almost total frustration.

Never forget the golden rule of successful regionaldirectors: CALL EACH DISTRICT DIRECTOR ONCEA WEEK. Set aside a specific night each week to makethese calls. (Sunday night is usually the best night.) Even ifeverything is fine, and the call only takes a minute or two,it's worth the time and expense. Be sure you check the"Commitment and Follow-Up Sheet" (See page 36 of thishandbook) before you call.

Effective MeetingsYour district directors will be holding several district

meetings this year. In addition, most chapters have atleast one board and two general membership meetingsper month. Therefore, you must use discretion in callingmeetings and make each meeting meaningful to thosewho attend.

Regional meetings can be classified into fourcategories:

1. Regional Executive Committee Meeting. Thesemeetings include you and your district directors. Tryto have a minimum of six of these per year. They canbe held in your home, a director's home, your roomat a state board meeting or before a regional generalmeeting. It's most convenient if you can hold themin conjunction with some other event. At these meet­ings, discuss such things as actual and plannedmembership by district or chapter, status of exten­sions and affiliations, problem and under-20 chap­ters, attitude of chapters and upcoming regionalgeneral meetings. Always have an agenda, and haveeach director give a prepared report on his or herdistrict.

2. President's Meetings. These meetings includeyou, your district directors and all the chapter presi­dents in your region. Have a minimum of three ofthese per year. Hold them at a central location suchas a certain chapter's meeting hall or the city hall ofa community that does not have a Jaycee chapter

9

yet. Again, these meetings are more convenient ifheld in conjunction with another meeting or event. Atthese meetings, include: brief chapter and districtreports, status of extensions in the region, Parade ofChapters standings, competition between districtsand chapters, upcoming regional general meetingsand state events and a motivational speech by your­self, the state president or a good Jaycee speaker.

3. General Meetings. These are the "business meet­ings" of the region. The representation is deter­mined by region policies, and concerns of the regionare usually discussed. Have at least three generalmeetings and Ior workshops in as central a loca­tion as possible. Reports from district directorsmay be heard as well as other reports on the region.Depending on the length of the business meeting, aninformational program may be included on the agenda.

4. Workshops. A workshop meeting should be used topresent new ideas or to train local leadership invarious areas. Again, have at least three workshopsthis year, in convenient, centralized locations. In plan­ning a workshop meeting, be sure not to include toomany areas of discussion. Time is of the essence ­be sure to provide plenty of it for your workshops.Also, work with groups of five to 10 individuals ratherthan large numbers.

Following are some hints on how to prepare forand run your meetings:

• Mail out a meeting notice and agenda for meetingsas far in advance as possible (enclose a map withdirections). Do not rely on telephone calls to informthe directors and presidents of meetings-they mayforget important details.

• To have adequate advance notice, schedule allmeetings for the year and publish the schedule. Inscheduling meetings, be sure to consider thepurpose of the meetings. Do not call meetings with­out a purpose in mind.

• Record minutes or proceedings of all generalmeetings. Minutes remind you to follow up on certainmatters discussed at the meetings. Minutes can betaken by an appointed regional secretary (may evenbe one of the chapter presidents).

• When inviting speakers, make arrangements well inadvance. Be sure they know who is going to pick upexpenses. Also be sure to give the speaker adequatetime to speak. There is nothing worse than inviting aspeaker and informing him or her that they have onlyfive minutes!

• Call your district directors a few days before ascheduled meeting to remind them of the meetingand the role they play in it. If chapter presidentsare invited, have the directors call their presidentsto remind them as well.

Written CommunicationsA very important form of communication for you

this year will be the written word. Three types of writtencommunication you'll use this year are (1) your regionalnewsletter, (2) bi-weekly status reports and (3) yourpersonal communications. An effective plan for yourwritten communications will have a direct, positive effecton the success you enjoy this year.

Your Regional NewsletterWhy a regional newsletter? Even if your state office

sends regular newsletters to chapters, a regional news­letter can be a very meaningful tool to use. Publish one atleast once a month. It reinforces previously announceditems, and repetition has never hurt anyone! It can also beused to recognize strong performance. Think about whatyou want to put in your newsletter before it is published.Here are some ideas:

1. Quality - In the case of a regional newsletter,content is much more meaningful than quality. Usewhatever means you have at your disposal to pub­lish the newsletter, even if you have to use leftoverpaper! The idea is to get the information out and notto win any prizes for style or format. However, anyeffort you make to create a clean, high-qualitynewsletter will increase your chances of havingeveryone read it.

2. Content -Incorporate in your newsletter a regularformat so the reader will become familiar with it.Select a good title, something that relates to yourregion's slogan. Number your newsletters and datethem to show regularity. Include in each issue itemssuch as a message from you, calendar of upcomingevents, district report, Parade of Chapters data,deadline dates, project ideas, recruitment tips, alist of communities which need a Jaycee chapter inyour region and articles on regional events (futureand past). Recognize those individuals in the regionwho are doing a super job, whether they are districtdirectors, chapter presidents or committee chair­men. ALWAYS MENTION AS MANY PEOPLE BYNAME AS POSSIBLE. Do not be afraid of repeatinginformation, but be sure that the facts are correct.

3. Circulation - Mail it to the district directors,chapter presidents and all other state officers. Also,mail a copy to your state's assigned national vicepresident.Mailing tapes can be easily made to speed up ad­dressing, and self-mailing newsletters can eliminatethe cost of envelopes. Don't rely on hand deliverysince your newsletter may be filed in a briefcaseand never seen again.You can also order a copy of The U.S. Jaycees

Newsletter Guide (catalog no. 5022-0) that gives addi­tional ideas on content, format and cost.

Bi- Weekly Status ReportsEvery two weeks, mail a regional status report to

each district director and the state president. This can be

10

a simple handwritten, photocopied sheet. Its sole purposeis to keep your directors up-to-date on current informa­tion concerning regional activities. Include in it items suchas the announcement of a new extension, membershipgrowth data and estimates, the birth of a child to one of thedirectors, the status of competition between directors andchapters and announcements from the state organizationand The U.S.Jaycees. Use your imagination and you'll beable to fill up a page or two in no time ... just be sure,however, that the information is meaningful and accurate.

Your Personal CommunicationsSomething that's often-overlooked in volunteer

organizations such as the Jaycees is written communi­cations. Written communication eliminates leavingmatters to memory as is usually done with verbal com­munication. Written communication is necessary tofollow-up verbal conversation and reinforce what wasdiscussed.

The main drawback to written communicationis that it takes time. However, in order to be effec­tive, you should never rely on verbal messages. Writtencommunication is a habit worth cultivating. Often, mes­sages may be received verbally, but the mind does notretain all of the information. This is where a wrITtenletter ornote would be helpful in ensuring that the recipient will notoverlook or forget any details.

Written communications, other than a newsletter,come in several forms:

1. Formal Letters - These are written to make

requests, answer questions, reply to requests orrelay messages when a permanent file copy isnecessary. Always use state or regional letter­head stationery. Be sure to carbon the appropriatepersons in the chapter and within the state organi­zation. A file copy in the state office should bekept in case there is a need to refer to your letter.Requests to The U.S. Jaycees should always bemade by a formal letter and file copies kept. Copiesare normally sent to persons who should beinformed of your actions (district director, statepresident, chapter president).

2. Memoranda - Memos are sent to announce

general matters to a general body. They should bekept short and to the point. Send copies of thememo to persons who should be kept informed, justas you would send carbon copies of formal letters.Be sure that all memos are dated.

3. Notes - Notes are informal letters, which may bewritten quickly without following form or style. Notesare good for quick communication when only oneperson is involved. Carbon copies for notes are notusually necessary. Be sure to send a quick note ofthanks to anyone who deseNes it.

The U.S.Jaycees has various types of preprintedpostcards available. (See The U.S. Jaycees salescatalog.)

Creating A TeamA team is a group of people who know what they

are doing, are all going to the same place and having funalong the way. You and your district directors should be ateam.

Planning Your Team's YearAs you and your team enter your year, take the

initial steps to plan your region's goals and activities.Three main areas for which goals should be set and plansmade in advance are membership, extensions andvisitations to chapters.

Planning Membership Growth1. Don't set membership goals for chapters. Let them

set their own (as long as they plan an increase inmembership).

2. Have the DDs help each of their chapters plan theirmembership growth by month. They should use theforms in the Chapter President's Handbook. (Theform's use was explained during the Local Presi­dent's Training Schools this year.)

3. From these monthly chapter plans, compile thestatistics monthly by district (see the District Mem­bership Reporting Form on page 35 of this hand­book). Then total your region's membership goal.

4. Keep track on a monthly basis of the actual mem­bership figures for each chapter. (Use the DistrictMembership Reporting form).

5. Evaluate results with each director each month and

at executive committee meetings.Planning Extensions

1. Use a map and a census report (1980 FederalCensus information is adequate and is availableat any library) and list the communities in yourregion that are without a Jaycee chapter.

2. List the communities by district.3. At a regional executive committee meeting, see

which existing chapters intend to extend to whichcommunities and when.

4. Have the DO ask the other chapters if they willextend to a certain community this year. Try to geteach chapter to conduct one extension each year.

5. Compile the results and publish it for everyonein your region as follows:"The Emmett Jaycees will extend the community ofSunnyvale in September." List each chapter byname, where they will affiliate, and by what date.

Planning VisitationsThe sooner you get your DDs to commit to visit

their chapters, the better. Here's a listof steps to assist youin helping them with their visitations commitment.

1. Plan each quarter's visitation schedule at regionalexecutive committee meetings by quarter.

2. Decide, as a group, how many times during thequarter a DO will visit a problem/under-20 chapter,an average chapter and a very successful chapter.For example, three to five times for a problem/under­20 chapter, two or three times for a good chapter,

11

and one or two times for a great chapter.3. Have each director rank each of their chapters as

problem/under-20, average or very successful.4. Using the guidelines established in number two,

have directors list by date when they are going tovisit each chapter during the next quarter. Also,ask them to include what kind of meeting they planto attend-a board or a general membershipmeeting.

5. Have directors call their chapters during the nextweek and confirm the dates they will visit.

6. Once each schedule is confirmed, publish it in yourregional newsletter.

7. Follow up and discuss each visit during your weeklyphone calls.

8. Once the visit has been made, record it on theDistrict Director's Visitation Record on page 37 ofthis handbook. This will help during your quarterlyevaluation of each director.

Read about it in the District Director's

Handbook. "Visitation Do's and Don'ts". Also, plan to visiteach chapter at least once this year, always going for aspecific purpose.

Your SloganThe first thing you can do to create a team spirit is

develop a regional slogan. This slogan should appear onyour regional newsletters, in the state publication andevery other place you can think of. Have patches, buttonsor ribbons made with the slogan on it.

Use your imagination. Don't just call yourself theJaycees from Region III-be the "Best in the West,""Tom's Tornadoes," or the "Risin' Region."

ChallengesEncourage challenges between your directors

and their chapters. Have them challenge each other withextensions, most new member adds for the next month,best retention percentage rate for the quarter, mostmembers at a regional general meeting, etc. Let thepayoffs be anything that motivates them-beer, pies in thefaces, money, etc. Competition works'

Once a challenge is made, it's your responsibilityto see that it ispublished inyour next regional newsletter. Itis also your responsibility to see that no one "welches" onany bet or challenge.

District ParadeIf your state doesn't already have a District Parade,

create one. This will put your DDs in competition with eachother. It will also get them to put their "district teams"together.

Following is a synopsis of one state's DistrictParade requirements. Itwill give you an idea of the kinds ofitems that can be used in a parade.

One of the main advantages of this parade is that itgives both the smaller and larger districts a fairly equalchance. Points are awarded for the following items:

1. Retention percentage2. Number of members over May 1 base3. Number of extensions4. Number of new members5. Chapters at average chapter size6. Number of chapters at growth

Points are awarded for items one through six onthe same basis. The top number of points awarded for anyof these items depends on the number of DDs in yourregion. If you have nine directors, then first place in anyitem would get nine points; second place, eight points;third place, seven points, etc.

In the case of ties in any category, the availablepoints are totaled, then divided by the number of directorsthat are tied for that spot. Example: If two directors are tiedfor first place, they would get 8.5 points each. If there arefour directors tied for third place, we add seven, six, fiveand four to get 22. Then divide by four to get 5.5.

Have the parade published monthly. If you havefull-time state office personnel, they could calculate thestandings for you. If you don't have full-time personnel,calculate the standings yourself.

Regional A ward ProgramWhen presenting awards, there are a few things

you should take into consideration. Awards should onlybe for top, extraordinary performance, do not award fairperformance. Determine the standards of performanceyou want to recognize this year. Then this gives youreasons to recognize Jaycees and Jaycee chapters thatexemplify this performance.

The catagories to recognize these individualscould be:

1. Chapter Growth Awardsa. Most new member adds per month, quarter,

yearb. Highest retention percentage per month, quarter,

yearc. Most affiliations per quarter and yeard. Most successful M-Night per quarter and year

2. Top Chapter Recruiter of the month, quarter, year3. Jaycee Chairman of the Quarter4. Springboard of the Quarter and Year5. Project of the Quarter and Year6. Speak-Up of the Quarter and Year7. Extension Awards

You cannot attain success unless people performin these areas listed above, day in, day out. Be sure youlet them know you appreciate their efforts.

You can emphasize this by the way you presentthese awards. Here are a couple of tips.

You may want to arrange for someone to takephotographs of the awards presentation. Then, you cansend a photo to the deserving individual with a thankyou.

Music assists in awards presentations. Use aportable stereo cassette player; if you don't have one,borrow one. Then play some upbeat music to create

12

excitement while honoring your chapters and individualJaycees for top performance.

Where you present them is as important. Themost likely place is during your regional meetings. Youshould ask all of the chapter presidents in attendance tocome forward and assist you with the presentation ofindividual Jaycee awards. They can each congratulatethe winners. This is positive reinforce­ment for both the winner and the presidents. By invitingyour presidents to help with the awards, you will create asense of pride, unity and teamwork. This teamwork isnecessary for you to be successful this year.

If you have any special guests in attendance,such as current state and national officers, ask them toassist you with the presentations as well.

It is also effective to present awards to Jayceesat their chapter meetings so their friends can getexcited. There will be times that the individual you arehonoring will not be attending the regional meetings. So,you should take the time to attend their chapter meetingto present their award, because they went the extra mileto help you. Be sure that there is a crowd of people sothese people are congratulated with enthusiasm.

Remember, every time you give out an award, itshould be a time that the recipient will never forget.

Training District DirectorsAll your district directors need to attend a formal

training session, especially the ones who have neverbeen a chapter president. There is no way a chapterpresident will respect the word of a DO who has not beenproperly informed. So if your state organization doesn'thave a formal training session for them, conduct oneyourself .

On pages 31 and 32 is a training script you canuse to train your district directors. Itguides you through theDistrict Director's Handbook and highlights the pointsyou should make as you relate the material to yourdirectors. A couple of case problems and exercises arealso included to assist you during the training session.

Read the District Director's Handbook first.

Then, using the script as a guide, underline or highlightthose sections in the handbook you want to cover. Bydoing this, you will be able to use the handbook as yourscript.

Training your directors is an ongoing process. Aportion of your regional executive committee meetingsshould be set aside for additional training in areas in whichthe directors are still weak. Individualized sessions will beneeded in some cases.

To help you determine mutual areas of weakness,a District Directors Training Evaluation form is presentedon page 38 of this handbook Complete one each quarterfor each director, then develop additional training in theareas needed. If you feel uncomfortable training in acertain area, invite someone else to the meeting to coverthat area-maybe another regional director, last year's

state president or an outstanding district director.

Effective SpeakingWhat do regional directors do? They sleep very

little, travel very much and stay hoarse most of the year.If you ever had aspirations to become a public

speaker, consider them fulfilled. This year you will becalled on to speak at most of these:

• Chapter meetings• Installation and awards banquets• District meetings• Training sessions• State meeting seminars• And a lot of gatherings you never dreamed of

attending.Even if you're not a good speaker, don't worry.

Effective speaking comes easily with practice, once youknow the steps.

The butterflies may never stop fluttering, but that ismerely a sign that your body is getting ready to deliver theenergy needed for a good talk. So, good speaker or first­timer, pay close attention to the material in this section,and you'll be far more effective.

Have Something To SayAbraham Lincoln once said, "I believe that I shall

never be old enough to speak without embarrassmentwhen I have nothing to say." Each time you speak, have apurpose for speaking. If you get up with a lot of generalthoughts in mind, the odds of your giving an effective talkwill be poor.

Know what you want to talk about before youspeak. Ask yourself, "What one thought do I want to leavewith them?" Your answer will then be the subject of yourtalk.

It may be something like-• Members stay in Jaycees because Jaycees stay

interested in them.

• Individual Development programs will make yourchapter leaders effective.

• The Committee Chairman's Workbook is anexcellent tool to ensure project success.

• The state Parade of Chapters isn't a point game,it's an achievement outline.

• The management skills you develop in the Jayceescan benefit you in your career, if you will apply them.

Ben Franklin said, " 'Tis better to be silent and be

thought a fool than to open your mouth and remove alldoubt." Decline the offer to speak if you have nothing tosay. If you accept, take time to prepare.

Prepared SpeechesEver since you joined Jaycees, you have been

preparing to speak as a regional director. Every projectyou worked on, every meeting you attended, every

speech you heard or office you held gave you personal

13

experience to draw on for speech material. This doesn'tmean you should get up and give an autobiography, butyour experience is important. Those experiences havegiven you an understanding of the Jaycees that is fargreater than most of the members and officers you willspeak to. You may not be a "leading authority," but youcan certainly help others learn from your experiences.

Many subjects will demand your attention this yearin Jaycees, but a few of them will come up more often thanothers. You should be prepared to speak on those topicsat any moment. They are:

• Recruitment• RetentionIActivation• Personal Growth Story (yours or somebody else's)• Jaycee orientation

A suggestion would be to develop one basicspeech incorporating all the topics listed above. Forinstance, a talk on retaining members could easily includepoints on the importance of new members and reasonsfor joining and getting involved inJaycees. From this basicspeech, additional emphasis could be placed onwhichever topic is to be your main subject.

Most people think of a prepared speech as one inwhich every word is written out exactly as it is to bedelivered. That technique is effective for some, but by andlarge it makes for a very uninteresting speech.

Professional speakers have a useful technique inthis regard. They determine which topics they speak onmost often and write them down. Then, every time theysee or hear something on that subject, they put it in theirspeech notes file.

For example: TOPIC-Personal Growth• One-liners that illustrate growth or problems of

not growing• News articles on motivation• Success stories• Studies of human behavior or psychology• Cartoons and jokes that relate to the topic

NOTE: On pages 33 and 34 are some poems andsayings that might help you.

In this way, they have lots of useful material (illus­trations, ways of explaining a point, jokes, famous quotes)on each topic they pursue. They don't write out their talksword-far-word. They prepare by listing the main ideas tobe covered and then use whatever illustration best fits theoccasion-and they do it in their own words.

They go a step further, too. They look for conclu­sions that can be drawn from everyday situations, suchas: "I noticed in today's newspaper a study revealing thatmany people want the government to provide their jobs.These people probably haven't set their goals in life anddon't recognize the opportunities all around them ... "or, "Inoticed a woman today who sat in her car without moving

while the traffic light in front of her changed six times. That

reminded me that it's not what happens in life that is soimportant; what is most important is how we react to whathappens."

List your own main topics here. Give it somethought and try to narrow them down to four or five basictopics.

Putting A Speech TogetherFirst remember the KISS formula-KEEP IT

SHORT AND SIMPLE! No matter how sophisticatedyour audience may seem, your best way to reach themwill be to keep your talk as short as possible and use thesimplest illustrations to get your points across.

A formula that has worked for many speakers is asfollows:

1. Choose a topic.2. Identify up to three main points on it.3. Choose an illustration to clarify each point.4. Call for action from your audience.

We've already discussed the importance of thetopic, so let's pick one and use it as an illustration.

TOPIC: Recruitment

What are three points that would best sell ourtopic?

1. Benefit of new members to the chapter2. Benefit of new members to the community3. Benefit of new members to the individual

Notice that, in seeing the main topic, we havechosen to concentrate on the benefits of new members.

Never get caught in selling features when you could beselling benefits.

A feature of this handbook is itssection on trainingdistrict directors. Who's going to get excited about that?

A benefit of that section is that it helps you do amore effective job of training your team. A benefit of a well­trained team is a successful year.

A benefit of a successful year is the pride ofaccomplishment, and so on.

Always ask yourself when selling an idea, "Is this abenefit or a feature?" People can get excited aboutbenefits. Features are boring, at best.

Illustrations are most effective if they cause theaudience to create a mental picture they can remember.Remember the woman at the traffic light? What was thepoint illustrated?

Now let's return to our speech outline.1. What illustration could show the benefits of new

members to the chapter?The Metro-West Jaycees meeting attendance had

dropped from 25 to 10. Their leaders were bored and

14

discouraged. At their next meeting, they planned to have avote as to whether they should continue to meet or justdisband the chapter. Two people who didn't want to seethe chapter die contacted their district director for advice.They told him of their predicament and then listened forthe reply.

To their surprise, the director said, "What you needis a membership drive." That seemed foolish to themwhen the chapter was falling apart, but they were finallyconvinced to try it.

Both of them committed to call one-half of the

chapter members and get help in recruiting. Many of their. phone calls produced a negative resutt,but they did locate

three more members who cared enough to help.This new team of five Jaycees spent three nights

of the following week calling on people to get them toattend the next chapter meeting. They managed to get adozen prospects to the meeting.

Now with five excited Jaycees and 12 newprospects present, how do you think the meeting went?Well, they had approached the president as a groupbefore the agenda was prepared and convinced thepresident not to bring up the subject of disbanding, but justto' make this a hospitality night and open the meeting upfor project ideas from the group.

That meeting went overtime due to the discussionand lively idea session. All 12 prospects signedmembership applications. The chapter is alive and wellnow, but without the push for new people, it might havefolded.

2. How could we best illustrate the benefits of newmembers to the community?

Mayflower, Arkansas, was always an inconspicu­ous spot on the highway between Little Rock and Conwayuntil a few years ago. That's when the Mayflower Jayceeswas formed. It started out with about 25 members whospent a lot of time trying to figure out what Jaycees was allabout. Then they started asking others to join the chapter,and as they did, an interesting thing happened. The morepeople who attended their meetings, the more ideasemerged about the needs of the community, until finallythey moved to action.

They met at City Hall, an old building in need ofrepair. A couple of members decided they needed a bettermeeting place, so they set out to renovate City Hall-anddid it! In the process of renovating City Hall, the membersnoticed an old fire engine in the garage. That sparked theformation of a volunteer fire department and the purchaseof a brand new fire engine and equipment to go alongwith it.

Next, they noticed a need for more revenue in thecity and quickly organized an effort to annex severalsquare miles adjoining their city. This annexation gavethem enough population to convince two Conway banksto build branch offices in Mayflower.

Now, naturally, no self-respecting city couldoperate an inadequate sewer system. So the Jaycees

passed a bond issue and obtained a grant to install a

whole new system. Then they turned their attention to thekids who had organized recreation in town. They decidedto get a high school football program started, but theylacked a football field. This was no problem for theJaycees: they merely obtained some land, heavyequipment, supplies and funds and built an entire footballstadium, grandstands and all, where a hill had previouslybeen. By the way, in the process of doing all of this, theyalso extended Jaycee chapters in 10 other communities.

Mayflower will always owe a debt to the Jayceesfor what they've done. And it all started with the recruit­ment of new members.

3. What illustration best shows the benefits of newmembers to the Individual?

You may be asking yourself the old familiarquestion-what's in it for me? Well, there is plenty init for you when you ask people to join Jaycees. The ob­vious benefits are new friends and the social and busi­

ness contacts you will make. Equally important, thoughperhaps less obvious, are the effects recruiting hason you as a person. When you ask a person to be a Jay­cee, you are making a sales presentation. You maynever have thought about it like that, but it's true. You aretrying to sell the person on the idea of becoming a Jaycee.

In doing this, just as in making a speech, you mustshow the many benefits of Jaycees to the person. Whenthe prospect comes back with the old familiar objection, "Idon't have enough time" or "The Jaycees aren't involvedin anything I'm concerned about," then you have anopportunity to test and develop your sales ability. Bypreparing your thoughts ahead of time and being ready forthe standard objections you may hear, you becomea more effective salesperson. That's personal growth, andpersonal growth is what Jaycees are all about!

GrowthOne of your four responsibilities as a regional

director is to increase the number of members in yourstate organization. You can do this in three ways.1. By recruiting new members to existing chapters.2. By retaining old members in existing chapters.3. By extending and affiliating chapters into new com­

munities.The steps to planning growth have already been

covered in the "Managing District Directors" section ofthis handbook. The following three sections, "How toRecruit," "How to Retain Members" and "Extensions/ Affil­iations" are also in the District Director's Handbook.They have been reprinted in this handbook because oftheir importance to your Jaycee organization.

15

The CloseLet's wrap up this speech by calling for action.

Your chapter is important to this group, this communityand you, the individual. I've shown you the formula formaking it stronger; now the task is up to you. You must bethe ones to ask those people to join. Take out a slip ofpaper right now and list three people you know thathaven't joined Jaycees yet. The next step is organizing thegroup to follow up on the people they have listed.

When you call for action at the end of your talk, besure to make the actions as easy as possible. The easierthe action, the more likely your audience will respond.

There you have it-a complete speech-or is it? Issomething missing? Yes, it is. Your personality is missingfrom this speech. You could use it as it is written, but untilyou blend it into your personality, it will be ineffective.

Your style may be humorous, dry or a mixture ofboth, but most importantly, it is your style, so work with it.Don't try to be someone you're not.

Open your talk with some personal observations orcomments to put your audience at ease. Introduce eachmajor point of your talk with a comment comfortable toyou. Be careful not to be too dry or too funny; a goodbalance of the facts and funnies makes the best speech.

And remember this: Your talk begins the minuteyou enter the room, because that's when the audiencestarts forming an opinion of you. Be aware of this, andconduct yourself in a manner that will enhance your talk,not detract from it.

How To RecruitA sure indicator of your success is the year-end

report that shows each chapter having recruited moremembers than it lost.

The following list of hints on "How to Sell Jaycees"may help you this year:

1. Be sincere.

2. Be enthusiastic. It's contagious.3. See people. See lots of people and you're bound to

succeed.

4. Know your product. Be able to explain what Jay­cees really is.

5, Be cheerful. This will make you a welcome caller.

6. Believe in yourself. Make your prospective memberbelieve in you.

7. Find the key issue. What interests your prospectivemember the most?

8. Help your prospects understand why they needJaycees.

9. Be a good listener.10. Admit it when you don't have the answer. Know

where to look to get the answers.11. Ask questions-don't make blanket statements.12. Never exaggerate.13. Be brief. Don't oversell.14. Remember names. It will show you are genuinely

interested.15. Put a little showmanship into your presentation.16. Praise competitive organizations. Knocking them

will only alienate prospective members.17. Close. Ask for the application and membership fee.

Where to LookIf you've taught a chapter's members how to

recruit and they still seem hesitant, it may be because theydon't know where to look for prospective members.

Ask them, "Are there prospective members ...• At your church?• In your neighborhood?• At your business?• Who are friends of your spouse and family?• In other organizations you belong to (professional

and civic)?• Where you bought your car?• Where you buy groceries?• Where you buy hardware?• At your veterinarian clinic?• At your doctor's office?• Who give your children music lessons?• Where you bought your appliances?• At the motel (hotel) nearest you?• In your PT.A.?• Where you bought your furniture?• At your optometrist's office?• At your TV repair shop?• Where you buy your lumber?• In your office building?• At your hair stylist's shop?• At your pharmacy?• Where you go out to eat?

Membership DrivesIf your group wants ideas for membership drives,

suggest one of the following 20 to them. At least one has toappeal to them.

1. Mayor's Letter - Get the mayor's permission tosend a letter to people in your community recom­mending that they join the Jaycees. Follow this witha letter from the chapter president stating that that

person has been recommended by the mayor as an

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outstanding individual who would make a goodleader for the community. Follow this by a telephonecall inviting them to the next meeting. Offer topick them up and take them to the next meeting.

2. Supervisor's Letter - Follow the same format asthe mayor's letter, except contact people who are inmanagement positions of companies and get themto recommend young people. Start with your mem­bership and past Jaycees who are in largecompanies.

3. Letter to Members - Chapter president sends aletter to all members who renew their dues, firstthanking them, encouraging them to be more activeand finally, asking them to give the opportunity of theJaycees to another young person.

4. In-chapter Extension - Promote like a regularextension with a chairman and team, but do it foryour own chapter by recruiting 20 to 25 newmembers.

5. Company Presentations - Contact presidents andpersonnel directors of businesses with employeesof Jaycee age. Ask for permission to talk to theemployees about joining the Jaycees and point outthe benefits they can gain by having young peoplefrom their company involved.

6. Little League/Pop Warner Football - Get thechapter involved with youth sports as coaches,working concessions or raising money. Most of theparents will be of Jaycee age.

7. Softball Game - Have a softball team or playpractice games with a league team. Take someiced down refreshments. Loser buys! DiscussJaycee fellowship. Ask the players on the otherteam to become Jaycees.

8. Team Competition - Assign each director a teamof members. At each meeting, have each directortell how many members their team signed up sincethe last meeting. This is a great way to get the pastpresidents and other older members involved inmembership. Remember, the more fun you make it.the more members you will get.

9. Walking Teams - This is a once-a-month projectin which a minimum of six Jaycees gather for a two­to three-hour membership drive. Two-memberteams are formed. These teams walk the streets ofa designated area talking to as many young peopleas possible. They talk to merchants and customers.The object is to sign up as many new members aspossible and get them to the next meeting. Prizescan be given to the team with the most membersor the most applications filled out. This is alsoa good way to find out what people think of yourchapter.

10. Personal Financial Planning - Contact largebusinesses to run a program for their employees.Use their facilities for the meeting room and invite20 to 30 young people in the company. After theprogram ends, inform the employees that their

company sponsored the program and paid $30

per person for dues to qualify them as Jaycees.(Make sure to verify this with company personnelbeforehand.) Also, promote the Leadership Dy­namics program, which should be given to allmembers of the chapter starting with the nextmeeting. Invite them to attend.

11. Refreshment Wagon - Establish two-memberteams and on a Saturday ice down refreshmentsin the back of a pick-up truck. Travel around yourcommunity until you see someone mowing thelawn. One member jumps out of the truck andgives the person a cold soda and the other grabsthe lawn mower and finishes mowing the lawn.Meanwhile, the first member is explaining Jayceesand offers to pick up the person for an M-Nightscheduled in the near future.

12. Sporting Events - Hand out packets containingJaycee literature explaining some of the projectsand other activites your chapter is involved inwithin the community during popular spectatorevents. (Be sure to okay it with sports facilitiesmanagers beforehand.)

13. Utility Billing Inserts - Have the telephone com­pany, electric company or other utility companyinsert Jaycee fliers in their monthly billings. Thiscould also be done with MasterCard or Visa.

14. Football Draft - Teams are set up within yourchapter and a coach is appointed for each one.Thecoaches then draft the remaining team members ofyour chapter. (Example: five teams with 10 mem­bers per team in a 50-member chapter.) The teams"play" four quarters and points are awarded on aquarterly basis, based on extensions, newmembers, etc. At the end of the fourth quarter, theteam with the least points takes the team with themost points out for steak dinner. This program willlast approximately one year and the coaches canuse any type of recruitment gimmick for their team.Plaques are awarded to each member of thewinning team and a most valuable player trophy isawarded to the person recruiting the most mem­bers overall.

15. Pregnant Rabbit - Make a list of all participants inyour chapter and post on board. The rabbit ispassed along to members in the sequence theirnames appear on the list. It is important to remindeach member when they will receive the pregnantrabbit. To pass the rabbit along to the next mem­ber, the person must recruit a new member. When itcomes the turn of a person who has already re­cruited a member, the rabbit is passed to the nextperson. At the end of the list, the rabbit is eithergiven to the president or raffled off at a chaptermeeting.

16. Tricycle Raffle - Put a tricycle in a local supermar­ket and give away free raffle tickets. On the tickets,have a space for the parents' names and addressesand when you get the raffle tickets, you'll have

names of prospects to contact.

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17. Round Robin Basketball Tournament - Set up a"basketball tournament" with brackets and putmembers' names on each line. The person who re­cruits the first member is declared the winner of thetwo and is moved up to the next round. This con­tinues until eight rounds have been completed.An award is given for each round and a larger prizeis given to the overall winner.

18. Summer Picnic - Your chapter sponsors a picnicand everyone brings a prospective member. It isvery important that no exceptions be made, noteven for the chapter president. As a low-keyedevent, you don't actively recruit the prospectivemembers at this time. However, about a week later,you follow up with these people to see if they had agood time and explain the other aspects ofJaycees.You then ask if they would be interested in becom­ing a member of your chapter.

19. Welcome Wagon - Establish a membership com­mittee and develop a packet of Jaycee materials in­cluding information on some of the projects youconduct. Also enclose other information that new­comers need, such as a listing of the churchesand schools in the area, emergency information,etc. Two-member teams call on the newcomers in

the community to help them get settled and offer tohelp find things in the community. They also talkto both husband and wife about the social oppor­tunities Jaycees has to offer.

20. Television Raffle - Invest in a television (or find asponsor to donate one) and go through neighbor­hoods in two-member teams on a Saturday raffl­ing off the television. At each house, in addition toselling raffle tickets, ask if there is anyone in thehouse between the ages of 18 and 36* and ask totalk with them. Invite them to an M-Night in the nearfuture. In four hours, one chapter got 90 prospectsout to an M-Night. It is important to have two-mem­ber teams because they are more likely to knockon every door.

*At The U.S. Jaycees March 8, 1987 board of directorsmeeting a proposal to change the bylaws to change theage of individual members to 21-39 was introduced. Ifthis proposed bylaw change is adopted on June 17,1987, at The U.S. Jaycees Annual Meeting in Reno,Nevada, effective July 1, 1987, the age of Jayceemembers will be 21-39.

Membership IncentivesNow that membership programs have been dis­

cussed, let's take a look at some membership incentivesthat a chapter can use to get its members interested inrecruitment.

1. Application in Pocket - Hand out applicationsto all members. Fine anyone 25 cents at the nextmeeting if they do not have an application com­pleted or a member signed up.

2. Project Pass Out - Make a list of all the projects

your chapter conducts with a one or two sentence

explanation. Have a membership application print­ed on the back of the sheet. Then give a few to eachmember to aid in recruitment efforts.

3. Marble in Pocket - Give a marble to all members.

They must carry it at all times to remind them to signup new members. If they do not have the marblewith them at the next meeting, they receive a fine.

4. Dart Board - Hang a dart board with one, five and10 dollar bills taped to it. If you bring a guest, youearn one dart throw. If you sign up a new member,you get two throws. You get to keep whatever billthe dart hits.

5. Superstar Competition - Set up criteria for being asuperstar by using the Degrees of Jaycees as aguide. Give extra credit for bringing in newmembers.

6. Hospital I.D. Bracelet - Issue one to each mem­ber. Each person must wear one until a new mem­ber is brought into the chapter. Hand the braceletsout at least three times and save the old ones in abowl for display at membership meetings.

7. Exchange "Can't Gets" - Have all members writedown the name and phone number of people theyhave talked to about being a member, but can't getto join. Exchange at least four names per member.

8. $10 Pot - Meet with six members in the early even­ing. Have each person put $10 in the pot. Go outand sign up new members and return in two hours.Points awarded for applications and money. Onepoint for each application and two points for eachapplication with money. Member with most pointsgets half of the pot. (Last place usually has fiveor six applications and one or two checks in twohours.)

9. Challenge Matches - Set up challenge matchesbetween members of the chapter. Old-timers vs.new members; board vs. membership; director vs.director. The object is to see who can bring in themost members in one month.

10. Member-A-Month Club/Member-A-Week Club- Give special recognition to members who qualify.Put names in newsletters, give special seating atmeetings, recognize in front of membership, etc.Publish a list of consecutive months or weeks that a

person is on the list in a newsletter.11. Publicize Goals - Make a wall chart of member­

ship goals for the year and graph the monthly pro­gress.

12. Use National Membership Awards - Promote thenational awards programs. This includes contestsand pins/patches for members.

How To Retain MembersOur organization not only grows by recruiting new

members, it also grows by retaining those who are alreadymembers. To accomplish this, we must keep ourmembers active. Too often the statement is made that,"Our chapter has a retention problem." In fact, it is not aretention problem, but an activation problem. It is our

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responsibility to get new members active.The best retention program inspires its Jaycees to

be involved and honestly care about their fellow Jaycees.You can start the ball rolling by knowing your members,their families, their interests, their careers and theirdreams.

A manual titled, Guide to Supervising People isavailable through The U.S. Jaycees Sales department(catalog no. 5015-0). It explains a personnel manage­ment program designed to recognize the importance andindividuality of each member. Familiarizeyourself with it sothat you can promote its use to your chapters.

The US. Jaycees has two programs specificallydesigned to activate new members and keep theminvolved in all phases of Jaycee activities. They arecommonly referred to as activation programs andretention or involvement programs. In essence, they aremanagement tools designed to help chapter officersmanage the activities of their members.

Springboard is designed to get new members offand running within their first 90 days. The requiredactivities are:

1. Attend 50 percent of the chapter's regular mem­bership meetings.

2. Attend a Springboard orientation.3. Participate in one of the following:

• Community Development project• Individual Development program• Management Development project

4. Bring a prospective Jaycee to a chapter activityor assist in recruiting a new member.

5. Complete and return the Springboard MemberSUNey provided by The U.S. Jaycees.Degrees of Jaycees is designed to give the

individual Jaycee an organized pattern of involvement.There are a total of 10 degrees to achieve, with eachdegree containing several requirements.

To participate in the Degrees of Jaycees,members must have their name submitted by the chapterpresident to The U.S. Jaycees (P.O. Box 7, Tulsa,Oklahoma 74121 -0007) after the completion of allrequirements in the first degree, except those memberswho Springboard, since they automatically earn the firstdegree. Additional verification of completions must bemade by the chapter president after each degree.

Since the Degrees of Jaycees program is anorganized pattern of involvement, each degree must becompleted in order by the participating Jaycee. Forexample, every requirement for the third degree must becompleted before any accomplishments for the fourthdegree can be counted. It is not sufficient to havecompleted all the requirements sometime during the year.They must be in order or the verification form will bereturned to the chapter.

The ultimate goal in anyones Jaycee careershould be to become a 10th degree Jaycee. Establishregional Degrees of Jaycees chairmanships and supplyincentives to encourage your members to reach this

goal.

The concept of these two programs is to keepchapter members active. The reason is simple-ifmembers are active, they will remain Jaycees. If theyaren't active, they have no reason to renew their dues.Specific requirements for these two programs are in theOfficers' and Directors' Guide. You also could purchasethe chairman's guide for each program (Springboard,5043-0, Degrees of Jaycees 723-1, from The U.S.Jaycees Sales Department.)

In summary, the keys to retention are to (1) careabout members as individuals and (2) keep them active.Don't search for any other roads to retention-there aren'tany!

Extensions IAffiliations

Completing an extension, the formation of a newchapter, is one of the most satisfying responsibilities thatyou and your chapters can assume. (1) Members learnmore about Jaycees while sharing Jaycees with otheryoung adults: (2) Your chapters and you will receive agreat deal of satisfaction by completing an extensionbecause you are sharing, expanding and perpetuatingour organization: (3) Your chapters will become strongerby completing an extension because it will establish aninternal unity and build a better team; and (4) Thefriendships established in the new chapter can last youand your chapters a lifetime.

To assist you in completing the extension, anExtension Kit is available through your state office orThe U.S.Jaycees. This kit contains materials to aid boththe extending chapter and the newly extended chapter.

There are several ways to complete extensions.Presented here is one method that has proven success­ful. The key to completing your extension is the commit­ment to do it. Don't quit until it is done. Remember, 20applications from 20 new members is just the beginning.Help this new chapter build a foundation for the future byproviding the initial training and direction it needs in theirformative affiliation period.Preliminaries

Make a commitment to extend a chapter. Putyour plan in writing and then ...1. Select a location.

a. Consider the proximity of the nearest Jayceechapter. Is the community being serviced already?

b. Determine a community without a chapter whereyou may know someone who would make a goodJaycee.

c. Consider the community size. All communitieshave proven they need and support Jayceechapters.

d. Consider community make up. How many youngadults are available? You must know what to

expect.e. Consider communities that have previously had

Jaycee chapters.

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2. Establish an extension team.

a. Break the extension team into groups of two orthree people. Don't try to overwhelm anyone withnumbers.

b. Everyone should be well dressed and groomed.This will help build your credibility.

c. One person should be the official spokesperson.3. Visit site and contact community leaders.

a. Create a prospect list by utilizing communityleaders for referrals.

-Mayor / City Council Members-Chamber of Commerce

-Utility Companies-Insurance/Real Estate Company-School Administration-Sheriff or Police Chief-Banks-Board of Elections

b. Community leaders will lend credibility to yourpresentation.

c. A community leader or company may sponsor thechapter by paying the charter fee.

4. Utilize a referral system application list.

a. Keep prospects and their information well organized- name, address, phone numbers, referred by,contacted by and the status. (Copy of referral list isin appendix.)

b. It identifies people referred by more than oneperson.

c. You will know where you are at a glance.5. Contact prospective members.

a. Begin your presentation with, "You have beenreferred to us by the mayor (or whomever) as ayoung person who would be worthy of being acharter member of the (name) Jaycees.

b. An employee is more eager to join something ifthey have been referred for membership by theiremployer. Some companies may pay dues fortheir employees, check with the personnel office.

c. Make your presentation, utilizing the five steps torecruiting or other proven recruiting method.

d. Collect checks made out to the new Jayceeschapter.

e. Continue to complete the referral system applica­tion list.

6. Request additional referrals from each prospectcontacted.

a. Referrals from a new member are friends. Theyare easier to recruit.

b. Continue building your prospect list.7.Organization's meeting - AFTER receiving 20 checksand applications for membership.

a. Commit to help the chapter get started.b. Follow-up procedure to ensure the chapter's

affiliation and future.Follow-Up Procedures

An extension is not completed by merely signing20 new members and collecting their dues. The affiliation

process for newly extended chapters places the responsi­bility of the new chapter with the extending chapter, thedistrict director and the regional director. This is a 90­day' process which will help direct the new chapter insetting up its goals, organizational structure and thebasics to a successful organization.

When at least 20 members have been signedand their dues have been collected, the following mustbe sent to your state headquarters:

1. Proper amount of dues and charter fee.2. Name and permanent chapter mailing address.3. Complete roster of applicants for membership to

include:Name

Mailing addressHome and business phone numbersSocial Security numberDate of birthGender

4. Notarized signatures of application member andextending chairman.

Upon receipt of this information, the state head­quarters will approve and assign a regional director anddistrict director who will be responsible for servicing theapplicant chapter. This information will be forwarded toThe U.S.Jaycees.

After the Application for Affiliation is received,processed and accepted, The U.S.Jaycees will issue tothe applicant chapter a 90-day' temporary license toutilize the Jaycee name and trademark. Notification willbe made by letter specifying the terms of the temporarylicense and the requirements to be completed duringthe 90-day' certification period. They will also send anAffiliation Kit to the applicant chapter, which includes:Chapter status reportsChapter President's HandbookOfficers' and Directors' GuideSales CatalogGuide to Supervising PeopleGuide to Chapter PlanningGuide to Successful Membership and Board MeetingsCommittee Chairman's WorkbookLocal Treasurer's ManualTraining ManualFundraising HandbookIntroduction to the "total Jaycee concept"Springboard programBlue Chip program"Mr. Chairman" Parliamentary GuidePublications Manual

Sample Constitution & BylawsDegrees of Jaycees programSpecialized dues for submitting new members duringthe 90 days

Phone contact will be made with the applicantchapter to discuss the affiliation process and to confirmreceipt of their Affiliation Kit. Newsletters will be sent tothe chapter during the 90 days'. These newsletters will

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cover areas that are pertinent to the certificationrequirements. Also, during the 90-day' affiliation process,the chapter is to submit a status report. The informationon the report will give The U.S.Jaycees an indication ofthe progress the proposed chapter is making towardsaffiliation.

For the applicant chapter to complete its 90-day'affiliation process, the following requirements must becompleted and submitted to The U.S. Jaycees:

A. A planning guide for new chapters with a calendarof events

for the first 90 daysB. An officer roster

C. A membership planD. At least two newsletters must have been sent to

each member

E. have had a minimum of four meetings (substan­tiated by minutes with a list of members present)

F. Must have had 50 percent of members attend anorientation (substantiated by a sign-in sheet)

G. One Chairman's Planning Guide completedH. Adopt a chapter constitution and bylawsI. Submit new additional individual members beyond

the initial individual members submitted with the

application for affiliation based on populationdivisions as follows:Pop. 1-2 new member addsPop. 2-2 new member addsPop. 3-2 new member addsPop. 4-3 new member addsPop. 5-3 new member addsPop. 6-4 new member addsPop. 7-4 new member addsPop. 8-4 new member addsPop. 9-2 new member adds

Each requirement must be completed within the90-day' temporary affiliation period and all substantiatingmaterial must be mailed to The U.S.Jaycees Headquart­ers with a postmark prior to midnight on the 90th' day.

After the certification requirements are approved,the new affiliated chapter will receive:The U.S. Jaycees Charter certificateJaycees International Charter certificateA charter pin for each charter memberA charter chapter president's pinA membership card for each memberA gift certificate for $20 worth of chapter products fromThe U.S. Jaycees Sales departmentA Jaycee Creed banner personalized with the chapter'sname

The sponsoring chapter will receive a Founder'sPlaque and the affiliation (extension) chairman will receivea certificate. Also, once the applicant chapter has beencertified as an affiliated chapter of The U.S. Jaycees,then and only then will the sponsoring chapter, districtdirector, regional director and state organization receive

credit for extending a new Jaycee chapter.

As the regional director, it will be up to you to seethat the district director, the extension chairman and thesponsoring chapter coordinates the efforts of the appli­cant chapter in completing all of the requirements foraffiliation. These new members can't accomplish therequirements without your direction. Remember, thetraining and assistance you provide will be the basis forthis chapter's future.

ResourcesBe aware of all the resources available to you­

from the national headquarters as well as your stateorganization. These combined resources offer youeverything you need to be a winning leader this year.

Familiarize yourself with the state personnel andstate program managers available to you. Know theirnames, telephone numbers and their duties. Alwaysremember that their mission, as well as yours, is to assistyour chapters in any way possible.

Another tremendous resource isThe U.S.JayceesHeadquarters. A staff of approximately 70 people workthere to service you and your chapters. They are only aphone call away and can offer expertise on any and everyproblem or question you might have. Your state office andstate president have a brochure titled "The U.S. JayceesHeadquarters Directory of Programs and Services" whichincludes the name of the department to contact accordingto specific item or function.

Another service provided by your headquarters isprogram material. Material is available on subjectsincluding committee management and memberrecruitment techniques as well as tips on conductingspecific programs such as Shooting Education and Com­munication Dynamics. The entire list of available materialcan be found in The U.S. Jaycees Sales Catalog. Thiscatalog contains a brief description of each program andits related materials.

The address and phone number of your U.S.Jaycees Headquarters is: p.o. Box 7, Tulsa, Oklahoma74121-0007; (918) 584-2481.

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'The U.S. Jaycees Executive Board, at its 1987 MarchBoard Meeting,have proposed a change in the bylaw forthe time allowed for a chapter to affiliate. The proposedchange is to make it 75 days instead of 90 days for theaffiliation process. If this proposed bylaw is adopted atthe June 17, 1987 business meeting of The U.S.Jaycees Annual Meeting in Reno, Nevada, effectiveJuly 1, 1987, the affiliation procees will be 75 days.

Courtesies For Resource PeopleWhen you have the opportunity, utilizethe services

of the U.S.Jaycees president, your assigned national vicepresident or U.S. Jaycees staff officers from head­quarters. Use their time to your benefit. These resourcepeople are the best membership tools you will have thisyear. They can motivate, they're exciting to be aroundand they know and appreciate the Jaycee organization.Here are some basic courtesies and guidelines to follow:

1. Inform your district director and chapter of who iscoming and when. Send the word out inwriting also.

2. Schedule your visitor(s) for as many district andchapter workshops and extensions as possible.They are there to work and don't like to hang arounddoing nothing.

3. Arrange for all meals and lodging well in advance.4. Inform them in advance of the itinerary you've

planned.5. Pick them up yourself or have a reception com­

mittee meet them.6. Give them time to freshen up upon arrival.7. Have a person (preferably yourself) assigned to

assist them during their entire visit.8. Get them back to the airport for their departure

flight on schedule.9. Follow up with a thank you letter.

u.s. Jaycees RegionalDirector Blue Chip

The Regional Director Blue Chip program willserve as a guide to achieving a successful leadershipyear as a regional director. The Regional Director BlueChip award will be presented to regional directors whoplan and successfully complete each requirement de­scribed below. To qualify, the regional director mustcomplete all the requirements and submit quarterlyreports with the state president's signature of approval toThe U.S. Jaycees. When you qualify for Blue Chip youbecome a finalist for the Clint Dunagan Memorial Award.The Dunagan entry form must be submitted through yourstate president.

1. Must be personally certified in the Degrees ofJaycees program.

The key to a successful organization is activemembers. Your assigned chapter presidents and districtdirectors need to be aware of the tools available to getmembers active. Since the Degrees of Jaycees isdesigned to activate members, the best way to be familiarwith the program and promote it is through your participa­tion in the Degrees of Jaycees.

2. Must prepare a plan of action by August 14.Utilizing all your resources, such as assigned

district directors, Regional Director's Handbook, RegionalDirector's Blue Chip program and Chapter TrainingSurvey Ouestionnaire, determine what should be accom­plished this year and the methods you will use to reachthese goals. The Regional Director Plan of Action formatis included in this handbook. The following items must beincluded in the plan:

Ustyour primary responsibilitiesas regional director- Your Regional Director's Handbook outlines your basicresponsibilities. List these and any other duties you feelare important to you, your assigned chapters and assigneddistrict directors to have a successful year.

Identify the strengths and weaknesses of yourassigned region - These can be determined throughdiscussions with the past regional director, past stateofficers, members and officers of your assigned chapters;utilizing the Chapter Training Survey; examining themembership history and past state Parade of Chaptersranking for your assigned chapters; your own observa­tions and input from your district directors.

List specific goals for the year - Include personalgoals, i.e.number of visits to your chapters: attendance atmeetings; frequency of newsletters. Also, regional goals,i.e. Blue Chip district directors, retention and growth,chapter participationat district,regional and state meetings.

Regional membership plan - Based on your

growth goal and the goals of your assigned districts.

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Include proposed extensions in your plan. The RegionalMembership Plan form is included in this handbook.

Calendar of events - Indicate scheduled and

tentative meetings, visits, training sessions, monthly mem­bership close-out and deadlines.

Regional recognition. - Keeping in mind yourgoals and the goals of your assigned districts, you maywant to establish criteria requirements based on The U.S.Jaycees Blue Chip for district directors and add additionalrequirements, such as largest percentage of membersfrom a district at regional meetings, submitting articles forthe state publication and so on. Also, individual recognitionthrough regional Speak-up, Brownfield and Armbrustercompetition. Promote this recognition program whenvisiting your chapters; at regional executive committeemeetings and in your regional newsletter.

3. Must publish a minimum of one (1) regionalnewsletter in each quarter. Attach copies.

Even if you have The U.S.Jaycees on your regularmailing list, it is important to attach a copy of yournewsletter to the quarterly report for verification. Refer topage 10 of your Regional Director's Handbook forinformation on publishing a newsletter.

4. Must visit each assigned chapter a minimumof one (1) time. Attach copy of visitation form.

Always have a purpose for visiting a chapter.Utilize the information gathered on your visitation form toassist you in servicing your chapters.

5. Must conduct a training session for districtdirectors during the first quarter. Attach agenda and listof attendees.

Working with and managing your district directorsis vital for your success and the success of your region. Itis your responsibility to see that they are given the propertraining in order to effectively service their assignedchapter. Training topics for this session should include:

A. U.S.Jaycees District Director Blue Chip programB. District director plan of actionC. Membership dues submission process and pro­

ceduresD. How to conduct orientations

E. Chapter management tools1. U.S. Jaycees Chapter Blue Chip program2. Planning Guide for Chapters3. Springboard program4. Chairman's Planning Guide5. Degrees of Jaycees program

F. Membership recruitment1. Planning/prospective2. M-Nights

3. Incentives4. Extensions/Affiliations

To minimize the number of meetings you holdduring the year, this training session can be held inconjunction with your first regional training session.

6. Must assist each assigned district director in aminimum of one (1) district executive meeting or districtmeeting per year. Attach copy of visitation form.

By assisting with either of these, you will provideyour district directors not only with assistance for them tobe successful but also the means to satisfy a requirementfor District Director Blue Chip.

7.Must coordinate at least three regional trainingsessions for your assigned chapters during the year.First quarter must be a regional local officers trainingsession. Attach copies of agendas, training outlines andsign-in sheets.

Training topics for each session should include:First Training WorkshopLocal Officer Training SessionA. U.S.Jaycees Chapter Blue Chip programB. Membership dues submission process and pro­

cedures

C. How to develop a chapter plan1. Conducting member and community needs

analysis2. Preparing a Planning Guide for Chapters3. Developing a calendar of events4. Developing a chapter organizational chart5. Preparing an annual budget6. Preparing a membership plan

D. Local officer job descriptions and responsibilitiesE. Overview of Community Development programsF. Overview of Individual Development programs

G. Overview of Management Development programsSecond Training Workshop

A. How to conduct Chapter Training Sessions1. Training project committee chairmen2. Training/orienting new members

B. Review U.S.Jaycees Chapter Blue Chip programC. How to utilize activation tools

1. Springboard program2. Degrees of Jaycees program3. Conducting R-nights4. Socials/projects5. Awards and recognition programs

How to conduct effective programs1. Planning and promotion of meetings2. Board of directors meetings3. General membership meetings

Effective chapter communication1. Newsletter

2. Postcards (reminders, thank you's)3. Telephone4. General correspondence

F. Membership recruitment1. Prospecting/marketing2. M-Nights

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3. Incentives4. Extensions

Third Training WorkshopA. How to set year-end goals

1. Year-to-date evaluation of progress to date2. Develop membership and programming plan to

finish strongB. Review U.S.Jaycees Chapter Blue Chip programC. How to prepare year-end awards

1. Giessenbier entry2. Programming entries3. Major Emphasis Area entries4. Individual awards competition

D. How to conduct chapter elections1. Election and nomination committees

E. How to train prospective chapter officers1. Officers' responsibilities and job descriptions

8. Must conduct two (2)general regional meetingsper year. The first meeting must be held during the firstquarter. Attach copy of sign-in sheet and agenda.

This is the time when your efforts to build yourregion into a team can be most productive. Your regionalmeetings can range from strictly business meetings, tobusiness meeting and social; to a regional sporting event.Refer to page 9 of your Regional Director's Handbookfor information on conducting regional meetings.

9. Must attend all state executive committee

meetings, state board of directors meetings and statetraining sessions for regional directors. (Unless excusedby the state president)

Attendance at these state meetings will give youthe opportunity to learn as well as represent yourassigned chapters and districts. During each reportingperiod, indicate on the certification report form thenumber of meetings that were held, what each meetingwas and when each was held.

10. Must complete and affiliate one regular out­chapter extension. Indicate the chapter name and dateof affiliation for the extension on the quarterly certificationreport

Completing an extension is one of the mostsatisfying responsibilities you and your chapters canassume. Offering a community the benefits of a Jayceechapter while giving the young people in that communitythe opportunity for leadership training and personalgrowth enhances and strengthens our organization.

11. Region must achieve year-end growth inmembers.

Offering the opportunity for more young people togrow as individuals and have a greater impact in theircommunity is imperative for success. Review pages 15­18 of the Regional Director's Handbook for ideas andsuggestions on growth. this item will be verified by the U.S.Jaycees' records.

12. Must have at least two chapters achieve BlueChip status per number of assigned districts in yourregion, verified by U.S.Jaycees records.

Each chapter in your region should establish BlueChip as a goal to ensure success. The chapter Blue Chiprequirements are included in this handbook. You shouldthoroughly familiarize yourself with the requirements inorder to promote this program. Chapters will be looking toyou for assistance in achieving Blue Chip status and inturn, your effectiveness as a regional director will begauged by their success.

13. Must have at least one (1) assigned districtdirector achieve Blue Chip status in the region.

As with the chapter Blue Chip program, yourassigned district directors should established Blue Chipas a goal to ensure success. Review the District DiretorBlue Chip Requirements included in this handbook. Theirsuccess and yours depends on it.

At the beginning of your year as an RD,take a lookat the requirements for RD Blue Chip and DO Blue Chipas well. See what requirements that you have can becompleted by assisting your DDs in completing theirrequired items, such as, requirement #2. That is: Mustprepare a plan of action by August 14. The plan must

include a calendar of events, regional recognition programand membership plan. Attach copies of each. Well, yourDDs must complete the same item, so you could gettogether with all of your assigned DDs and complete therequirement at the same time. This will establish the allimportant team concept, if you want to be successful thisyear.

Or requirement #6, which is: Must assist eachassigned DO, in a minimum of one district executivecommittee meeting or district meeting per year. Attachcopy of visitation form.

By doing this, you not only complete your require­ment, but also assist your DDs in completing theirrequirement of conducting a general district meeting andpresidents meeting once per quarter.

What we are showing you here is that you can useBlue Chip as the means to establish and maintain that allimportant team concept and regional unity, and bycompleting Blue Chip in this manner, you assist each DOin completing their Blue Chip as wellYour DDs will beassisting their chapters in the same way. So success willbe funnelled throughout the whole system.

u.s.Jaycees DistrictDirector Blue Chip

The District Director Blue Chip program will serveas a guide to achieving a successful leadership year as adistrict director. The District Director Blue Chip award will

be presented to district directors who plan and success­fully complete each requirement described below. Toqualify, the district director must complete all the require­ments and submit quarterly reports with the regionaldirector or state president's signature of approval to TheU.S. Jaycees. When a district director attains U.S.Jaycees Blue Chip status, they become a finalist for theM. Keith Upson Memorial Award. The Upson entry formmust be submitted through your state president.

1.Must be personally certified in the Degrees ofJaycees program.

The key to a successful organization is activemembers. Your assigned chapter presidents and theirmembers need to be aware of the tools available to getmembers active. Since the Degrees of Jaycees isdesigned to activate members, the best way to befamiliarwiththeprogramandpromotert isthroughyourparticipa­tion in the Degrees of Jaycees.

2. Must prepare a plan of action by August 14.Utilizing all your resources (District Director's

Handbook, District Director Blue Chip program, and

Chapter Training Survey Questionnaire) determine what

24

should be accomplished this year and the methods youwill use to reach these goals. The following items must beincluded in the plan:

List your primary responsibilities as districtdirector - Your District Director's Handbook outlines

your basic responsibilities. List these and any otherduties you feel are important to you and your assignedchapters to have a successful year.

Identify the strengths and weaknesses of yourassigned district - These can be determined throughdiscussions with the past district director, past stateofficers, members and officers of your assigned chapters;utilizing the Chapter Training Survey; examining themembership history and past state Parade of Chaptersranking foryour assigned chapters; your own observations.

List specific goals for the year - Include personalgoals, i.e. number of visits to your chapters; attendanceat meetings; frequency of newsletters. Also, districtgoals, i.e. Blue Chip Chapters, retention and growth,chapter participation at district, regional and state meet­ings.

District membership plan - Based on yourgrowth goal and the goals of your assigned districts.Include proposed extensions in your plan. The DistrictMembership Plan form is included in the District Dir-ector's Handbook.

Calendar of events - Indicate scheduled and

tentative meetings, visits, training sessions, monthlymembership close-out and deadlines.

District recognition - Keeping in mind your goalsand the goals of your assigned chapters, you may wantto establish criteria requirements based on The U.S.Jaycees Blue Chip for district directors and add additionalrequirements, such as largest percentage of membersfrom a chapter at district meetings, submitting articlesfor the state publication and so on. Also, individualrecognition through district Speak-up, Brownfield andArmbruster competition. Promote this recognition pro­gram when visiting your chapters; at district presidentsmeetings and in your district newsletter.

3. Must submit a local officer roster for each

assigned chapter within the first quarter.By obtaining this information, several benefits will

be derived. Your state headquarters or chapter servicecenter will need this to compile an accurate directoryand mailing list. It will also provide you with the names ofkey people in your chapters that you can contact forassistance. Roster should include the name, office held,address and telephone numbers of each local officer.

4. Must publish a minimum of one (1) districtnewsletter in each quarter. Attach copies.

Even if you have your regional director, statepresident and The U.S.Jaycees on your regular mailinglist, it is important to attach a copy of your newsletter tothe quarterly report for verification. The District Director'sHandbook provides information to assist you in publishingyour newsletter.

5. Must visit each assigned chapter a minimumof four (4) times per year. The visitations must be in fourdifferent months. Attach copy of the visitation form.

Refer to pages 16,17 of the District Director'sHandbook for suggestions on visiting your chapters.Utilize the information gathered on your visitation form toassist you in servicing your chapters.

6. Must conduct a board of directors orientation

by August 14 or conduct a member orientation by April30 for each assigned chapter. (Attach visitation form)

By conducting either of these, you will be providingeach chapter with not only the information you presentbut also the means to satisfy a requirement for thechapter Blue Chip.

7. Must conduct one general district meetingper quarter. (First quarter meeting must be a districtLOTS, unless conducted in conjunction with regionalLOTS program.) Attach copies of agendas and sign-insheets.

This is the time when your efforts to build yourdistrict into a team can be most productive. In addition tolocal officers training, your district meetings can rangefrom strictly business meetings, to business meetingand social; to a district sporting event.

8. Must conduct a district presidents meetingonce per quarter. Attach copies of agendas and sign­in sheets.

25

These meetings could be held in your room at astate meeting; prior to a general district meeting or as acompletely separate meeting. Refer to page 13 in theDistrict Director's Handbook for details on districtmeetings.

9. Must assist in at least one regional trainingsession. Attach copy of agenda and describe yourrole.

Just as your assigned chapters are all a part ofyour team, you and your chapters are part of theregional team. By assisting the regional director, theefforts and results are multiplied. In the event youconducted a first quarter LOTS in conjunction with aregional LOTS, that will be counted as meeting thisrequirement.

10. Must attend all regional meetings, regionalexecutive committee meetings and regional trainingsession (unless excused by the regional director.)

Except where specific material is requested forverification, such as the previous requirement, it is notnecessary to submit copies of agendas or sign-insheets to verify your attendance. Simply indicate thenumber of meetings held during each reporting period,the type of meeting and the dates held.

11. Must attend all state executive committee

meetings, state board of directors meetings and statetraining sessions for district directors, unless excusedby the state president.

The District Director's Handbook discusses yourresponsibilities to inform and service your assignedchapters. Attendance at these state meetings willprovide you with the opportunity to carry out theseresponsibilities. During each reporting period, indicatethe number of meetings that were held, what eachmeeting was and when each was held.

12. Must complete and affiliate one regular out­chapter extension.

Completing an extension is one of the mostsatisfying responsibilities you and your chapters canassume. Offering a community the benefits of a Jayceechapter while giving the young people in that communitythe opportunity for leadership training and personalgrowth enhances and strengthens our organization.Several important changes have been made to theaffiliation process for newly extended chapter. Thesechanges are outlined on page 26 and of the DistrictDirector's Handbook.

13. Must achieve year-end district growth inmembers, verified by U.S. Jaycees records.

Offering the opportunity for more young peopleto grow as individuals and have a greater impact in theircommunity is imperative for success. Review pages7-11 of the District Director's Handbook for ideas and

suggestions on growth.14. Must have one chapter achieve Blue Chip

status in the district, verified by The U.S. Jaycees'records (list chapter name).

The United States JayceeS®

REGIONAL DIRECTOR BLUE CHIPCERTIFICATION REPORT FORM

Address _

The intent of this report is to assist you and your state president in monitoring the activities in your region while providing a checklist toindicate your progress towards meeting the requirements for Regional Director Blue Chip.

Name ~ _

City, State, Zip _

Telephone _

Check Appropriate Box¢

o 1.

o 2.

o 3.o 4.o 5.o 6.

o 7.

o 8.

o 9.

NOTICE: This form must be signed by state officers before submitted to The U.S. Jaycees.o First Report (Postmark deadline to The U.S. Jaycees - August 14, 1987)o Second Report (Postmark deadline to The U.S. Jaycees - November 17,1987)o Third Report (Postmark deadline to The U.S. Jaycees - February 16,1988)o Fourth Report (Postmark deadline to The U.S. Jaycees - April 15, 1988)

Must be personally certified in the Degrees of Jaycees program.

Date enrolled Chapter _

Degree achieved Chapter It _

Must prepare a plan of action by August 14. The plan must include a calendar of events, regional recognition program andmembership plan. Attach copies of each.Must publish a minimum of one (1) regional newsletter each quarter. Attach copies.Must visit each assigned chapter a minimum of one (1) time. Attach copy of visitation form.Must conduct a training session for district directors during the first quarter. Attach agenda and list of attendees.Must assist each assigned district director in a minimum of one (1) district executive committee meeting or district meetingper year. Attach copy of visitation form.Must coordinate at least three regional training sessions during the year. Attach copies of agendas, training outlines andsign-in sheets. First quarter meeting must be regional LOTS.Must conduct two (2) general regional meetings per year. The first meeting must be held during the first quarter. Date con-ducted . Attach copy of sign-in sheet and agenda.Must attend all state executive committee meetings, state board of directors meetings and state training sessions forregional directors. (Unless excused by the state president). It held . list meetings attended (show date)

o 10. Must complete and affiliate one regular out-chapter ex1ension.

Chapter name Date affiliated _

o 11. Region must achieve year-end grow1h in members.o 12. Must have at least two chapters achieve Blue Chip status per number of districts in region, verified by U.S.Jaycees' records.

(list chapter names ).013. Must have at least one (1) assigned district director achieve Blue Chip status in the region. verified by U.S.Jaycees' records.

(list district director's name ).

list comments or suggestions: _

Regional Director's stgnature State President's Signature

Have your state pt'esoaent Sign the completed report, attach proper verification and forward to The U.S. Jaycees. Send copy to your state office and retain capytor yourreCordS.

26

The United States Jaycees®

REGIONAL DIRECTORPLAN OF ACTION

. Name

Add ress

State

Region

I. List your primary responsibilities as regional director.II. Identify the strengths and weaknesses of your assigned districts.

III. List specific goals for the year (include personal goals, Le. number of visits to yourchapters; attendance at meetings; frequency of newsletters. Also, regional goals, Le.Blue Chip chapters; Blue Chip district directors; retention and growth, chapter par­ticipation at district, regional and state meetings).

IV. Based on your region goals and the goals of your assigned districts, prepare a mem­bership plan for the year. (A regional membership plan ison the reverse side for youruse.)

V. Prepare a calendar of events indicating scheduled and tentative meetings, visits,training sessions and monthly membership close-out deadlines.

VI. Establish a regional recognition program for your assigned region. Determine therequirements; rules; how the program will be promoted and awards/recognition tobe given.

27

REGIONAL MEMBERSHIP PLAN FORM

The United States Jaycees®

To develop your regional membership plan. completethe following:

1. Assist each assigned district director in developingtheir membership plan.

2. Chart each districts membership plan figures on themembership worksheet provided in this handbook.

3. Total all figures to see which months may show a lossin the regional membership.

4. Determine where and by whom regular out-chapterextensions will be completed. Then determine when

these must be completed in order to offset any loss inmembership totals from item #3.

5. Record the total number of members billed andnumber expected to renew for each month in chartprovided below.

6. Total the number of new member adds from extensionsand the new member adds from each district for eachmonth and record in the number new column below.

7. Compute all columns and this will complete yourregional membership plan.

THE REGION JAYCEES MEMBERSHIP PLAN

Plan

t"norNumDertteglnnlngNumberNumberMonthMONTH

Months -Due=Month+ Retained +New=End

May JuneJulyAugustSeptemberOctoberNovemberDecemberJanuaryFebr.uaryMarchAprilTotals

t"norNumoeraeglnmngNumDerMonths -

Due=Month + Retained +- ----

----May

JuneJulyAugustSeptemberOctoberNovemberDecemberJanuaryFebruaryMarchAprilTotals

Actual

28

Numb Month

The United States Jaycees®

DISTRICT/REGIONAL DIRECTORBLUE CHIP VISITATION FORM

Name _Office Held _

State _

Type of Function:Membership Meeting 0

Board of Directors Meeting 0Other D

RD Only:District Meeting 0

Training 0Other 0

Chapter Name _

Date Visited _

Assigned 00 _No. of Members in Attendance _

Purpose of your visit: _

Was a written agenda provided? _Were guests, prospective members and new members introduced during the meeting?

Did chapter officers and committee chairmen report on their respective areas? _Was a Blue Chip status report given at the meeting? _Were Springboard and Degrees of Jaycees promoted at the meeting? _Was there a program? If so, what was the topic? _

Specific problems encountered: _

Action/plan to correct problems: _

Your Signature Signature of Officer in charge of function

Complete, sign and copy. Forward copies to District or Regional Director, state office orstate president and attach to Blue Chip certification report form.

29

The United States Jaycees®

DISTRICT DIRECTOR BLUE CHIPCERTIFICATION REPORT FORMThe intent of this report is to assist you, your regional director and state president in monitoring the activities in your district whileproviding you with a checklist to indicate your progress towards meeting the requirements for District Director Blue Chip.

Name _

Address _

City, State, Zip _

Telephone (H) (8)

Check Appropriate Boxtl2f NOTICE: This form must be signed by state officers before submitted to The U.S. Jaycees.o First Report (Postmark deadline to The U.S. Jaycees - August 14, 1987)o Second Report (Postmark deadline to The U.S. Jaycees - November 17, 1987)o Third Report (Postmark deadline to The U.S. Jaycees - February 16, 1988)o Fourth Report (Postmark deadline to The U.S. Jaycees - April 15, 1988)

o 1. Must be personally certified in the Degrees of Jaycees program.

Date enrolled Chapter _

Degree achieved Chapter # _

o 2.

o 3.o 4.o 5.

o 6.

o 7.

o 8.o 9.010.

011.

012.

013.014.

Must prepare a district plan of action by August 14. The plan must include a calendar of events, district recognition program,district visitation program and district membership plan (attach copies of each).Must submit a local officer roster for each assigned chapter within the first quarter (attach copies).Must publish a minimum of one (1) district newslet1er each quarter. Attach copies.Must visit each assigned chapter a minimum of four (4) times per year. The visitations must be in four (4) different months.At1ach copy of the Visitation form.

Must conduct a board of directors orientation by August 14 or conduct a member orientation by April 15 for each assignedchapter (attach visitation form).

Must conduct a general district meeting once per quarter. (First quarter meeting must be a district LOTS, unless conductedin conjunction with regional LOTS program.) Attach copies of agendas and sign-in sheets.Must conduct a district presidents meeting once per quarter. At1ach copies of agendas and sign-in sheets.Must assist in at least one regional training session. Attach copy of agenda and describe your role.Must attend all regional meetings, regional executive committee meetings and regional training sessions (unless excusedby the regional director). # held: List meetings attended (show dates): _

Must at1end all state executive commit1ee meetings, state board of directors meetings and state training sessions for districtdirectors, unless excused by the state president. # held: . List meetings attended (show dates) _

Must complete and affiliate a minimum of one (1) regular out-chapter extension, or grow by 15% year-end.

Chapter name Date affiliated _Must achieve year-end district groW1h in members, verified by U.S. Jaycee records.Must have one chapter achieve Blue Chip status in the district, verified by The U.S. Jaycees' records (list chapter name

------------------------------)List plans for next quarter: (Le., training, extensions, visitations) List comments or suggestions: _

List specific problems _

Dlstnct Drrector's Signature Regional Drrector or State President's signature

Complete. sign and have regional director or state president sign Attach proper verrflcatlon and forward to The US Jaycees Forward copy to your regional drrector, copy

to your state office and retain copy for your records.

30

District Director's Training Script(This script is designed to follow the District

Director's Handbook from start to finish. On the left arethe page numbers in that handbook to which the scriptinformation on the right refers.

The script text is designed to only highlight majorpoints in the handbook. To conduct an effective trainingsession, use this script as a cross-reference to thehandbook and highlight those items in the handbook thatyou feel you should cover. Then you can refer to this scriptonly when you needto refer to a case problem or exercise.Use a flip chart or blackboard during the session.)

5

6

67

788-10

10

J. Staying organized.1. Home filing system.2. What to have in your briefcase.

III. Informing.A. Know your Jaycee history.B. Know the "total Jaycee concept. ,',C. Use and know your resources.D. Promote your state organization.E. Know how to recruit.

1. How to sell Jaycees.2. Where to look for prospects.3. Types of membership drives.4. Membership incentives.5. Review the discussion outline.

Script

PageNo.1

2

2,3

3

3,4

4,5

I. Introduction.

A. The success of your state organizationrests on you.

B. You are our closest link to the chapters.C. This can be a year of tremendous per­

sonal growth and self-satisfaction.II. Your Responsibilities and Skills.

A. Member of the state board of directors.B. First line of contact between chapters and

state organization.C. Two responsibilities to your assigned

chapters.1. To inform them.2. To service them.

D. Summary, represent both the stateorganization and your chapters with thesame dedication and fairness that yougive the other.

E. Personal priorities.1. Your family.2. Your job.3. Your Jaycee activities.

F. Decision making.1. Two kinds of decisions2. The decision-making process3. Being decisive.

G. Self-Motivation.1. The toughest part of any job is getting

started.2. The "Definite Dozen."

H. Time.

1. Your greatest resource this year.2. Use it wisely.3. The "Ten Commandments of Time

Management."I. Effective Speaking.

1. Preparing Your Speech.2. The "Ten Commandments of Speaking."

31

10

11

12

12,13

13

15

15

161717,18

19-24

F. How to retain members.1. Retention is not the problem, activation

is.

2. Springboard program.3. Degrees of Jaycees.

G. Raising funds.1. Convince them of their need for

money by emphasizing what can bedone with it.

2. Offer suggestions.H. Your District Newsletter

1. Quality.2. Content.3. Circulation.

I. Your written communications.1. Formal letters.2. Memoranda.3. Notes.

J. Your district meetings.1. General meetings.2. President's meeting.3. Workshops.4. Preparing for meetings.

IV. Servicing.A. Know your assigned chapters.

1. Membership history.2. Chapter structure.3. Program activity.4. Financial management.5. Reputation in the community.6. State involvement.

B. Visitations.1. The Do's.2. The Don'ts.

C. Chapter problem-solving1. Reasons why a president may not be

doing the job.2. Signs of a chapter president in trouble.3. Identifying the cause.

D. The gear method.E. "Trouble Shooting" guide to chapter

problems.1. Review this guide to help them identify

problems and propose solutions.

Not inHand­book

Not inHand­book

V. Case problems.A. Following are five separate problems you

can use to let the district directors use thetechniques they have picked up so far inthe training session.

B. Read the problem; let them discuss it as agroup for five or 10 minutes: then ask fortheir proposed solution. Since there is nopat answer, this exercise helps themutilize the problem identification andsolution process.

C. Do as many of the five as time permits.

Script

Case Problem No. 1

One of your assignments is the Super City chapter.The president of the chapter has been boasting that he'sgoing to be No. 1 in the state. After that first couple ofmeetings, you discover that he is a phony and has beenoverexaggerating. Most of the items he submitted for theParade of Chapters are apparently false.

How do you handle this situation?

25-26 VI.

Inside VIII.frontcover

Refer To Next Page For Case Problems 1 Through 5.

VII.

Case Problem No. 2

One of the chapters you have been assigned to isin significant debt. At this point, it can't afford to evenparticipate in state programs or meetings because of thislack of funds. The chapter has a lot of sharp young peoplewho just happened to "bomb out" on their largest money­making project of the year.

What do you propose to do to help this chapterresolve its problems?

Case Problem No. 3

One of your assigned chapters is located in Huron,a city of 10,000 people. June 1 membership was 100members. During your first visit to the chapter, it is obviousthat the chapter president wants to stress quality ratherthan quantity. During the first meeting, she does notemphasize membership, but rather emphasizes the needto cut out the "deadwood" and to make all the remainingmembers active members.

What would be your approach in dealing with thischapter president?

Extensions.A. Preliminaries.B. Affiliation with The U.S. Jaycees.District competition.A. Establish the need.B. Develop a theme or slogan.C. Set up awards competition.D. Have a District Parade of Chapters.The M. Keith Upson Memorial AwardA. Highest honor for a district director.B. Top 30 district directors in the country.C. Review the criteria.

IX. Conclusion

A. Express your personal commitment toparticipate in their year of success.

B. As a team, you'll set the pace for the state.

14

Case Problem No.4

One of the chapters assigned to you is theFairmeadow chapter of 65 members. This chapter hashad a fairly good record during the past few years. Duringyour first meeting, you note that the chapter is in excellentshape financially and in terms of membership and is well­accepted in the community. However, the chapterpresident feels that they are successful enough to beindependent of the state and national organizations. Thechapter is not interested in visiting other chapters,extending new chapters or participating in state meetings.

What is your approach to resolving this problem?

Case Problem No.5You have just been elected a district director, but

as of yet. you have not attended a meeting. You are from achapter of 22 members and have been assigned a Metrochapter with 650 members. This chapter has been fairlystable for a number of years with no great upward ordownward membership or financial trends.

What preparations do you make for your first visit?

32

Items For Your Newsletter,Correspondence and Speeches

These next few pages contain a collection ofsayings and poems that you can either clip out and insertin your newsletter or use in other correspondence orspeeches.

J.C. Says:The only people who never fail are those who never try.

J.C. Says:There isn't a person alive who is as good as he knows heought to be.

J.C. Says:You have not converted a person just because you havesilenced him.

J.C. Says:Even if you're on the right track, you'll get run over ifyou sitstill.

J.C. Says:Don't waste time looking back-that's why your eyes arein the front of your head.

J.C. Says:If you are too big for criticism, you are too small for praise.

J.C. Says:Obstacles are the things you see when you take youreyes off your goal.

J.C. Says:Never look back unless you want to go that way.

J.C. Says:There's nothing like a pat on the back to make a persondeserve it.

33

J.C. Says:Good judgment comes from experience. Experiencecomes from bad judgment.

J.C. Says:The reason most people don't recognize opportunity isbecause it usually comes disguised as hard work.

J.C. Says:For some people, listening to their conscience is liketaking advice from a stranger.

J.C. Says:It wasn't raining when Noah built the Ark.

J.C. Says:A ship is safer in the harbor, but that's not why ships arebuilt.

J.C. Says:There never seems to be enough time to do a job right,butalways enough time to do it over.

J.C. Says:Thinking before speaking is preventive medicine for foot­in-mouth disease.

J.C. Says:A wise man changes his mind; a fool never.

J.C. Says:The only way to have a friend is to be one.

J.C. Says:Hunt for the good in people-they have to do the same foryou.

The six most important words:"I admit I made a mistake."The five most important words:"You did a good job."The three most important words:"If you please."The two most important words:"Thank you."The most important word."We"

The least important word:"I"

"Your task is to build a better world," said God."How?" I answered. "This world issuch a large vast place,and oh-so complicated now' And I'm so small and use­less, there is nothing I can do."

But God in all His wisdom said, "You just build a

better you."

There's a clever young guy named SOMEBODYELSE -

There's nothing that guy can't do.He's busy from morning 'til after midnight just doing

your job for you.When you're asked to do something, what's your

ready reply?"GET SOMEBODY ELSE, Mr. Chairman; he'll do

much better than I."There's so much to do in our chapter ...So much, and the workers are few,SOMEBODY ELSE is getting weary and worn.Just substituting for you.So the next time you're asked to do something,Give this honest reply!"If SOMEBODY ELSE can give time and support,You can bet your last dime, SO CAN I."

34

If you think you are beaten, you are,If you think you dare not, you don't.If you like to win, but think you can't,It is almost certain you won't.

If you think you'll lose, you're lost.For, out of the world, we find,Success begins with a person's will,It's all in the state of mind.

If you think you are outclassed, you are,You've got to think high to rise;You've got to be sure of yourself beforeYou can ever win a prize.

Life's battles don't always go to the stronger or faster man,But sooner or later, the man who winsIs the man who thinks he can'

When you get what you want in your struggle for gain,And the world makes you king for a day,Just go to the mirror and look at yourselfAnd see what that man has to say.It isn't your father or mother or wifeWhose judgment upon you must pass.The one whose verdict counts most in your lifeIs the one staring back in the glass.He's the one you must satisfy beyond all the rest,For he's with you right up to the end ...And you have passed your most difficult testIf the man in the glass is your friend.You may be the one who got a good break,Then think you're a wonderful guy;But the man in the glass says you're only a fake,If you can't look him straight in the eye.You may fool the whole world down the pathway of years,And get pats on the back as you pass:But your final reward will be headaches and tears,If you cheated the man in the glass.

The United States Jaycees®

District Membership Reporting Record

NAME _

DISTRICT _

(First, fill in the planned month-end membership goal for each chapter for the entire year. This is an

ongoing report and does not reflect the individual monthly recruitment or retention goals, just the netmonth-end goal. Each district director should have those detailed items. As each month ends, fill in the

actual month-end membership. Discuss this record at all regional executive committee meetings and

publish it in your regional newsletter. Photocopy this page so that you'll have one for each district directorand keep it filed in his or her folder.)

Co)c.n

Co

May 31stJune 30thJuly 31stAug. 31stSept. 30thOct. 31stNov. 30thDec. 31stJan. 31stFeb. 28thMar. 31stApr. 30thC):E

c'"'c Q; 'i'i 'i'i'i 'i'icoO 'i'i 'i'i 'iName of Chapter

.- E'i:I'i.a'i:I'i:I'i:I'i.a'i.a'i:I'i:I'i.a'i:I'i:I~~

0t)0u0t)0t)0t)0u0u0t)0t)0u0t)0t)" oct"oct"oct"oct"oct"oct"oct"oct"oct"oct"oct"oct

DISTRICT TOTALS

The United States Jaycees®

Commitment and Follow-Up Sheet

NAME _

DISTRICT _

(When a district director makes a commitment to you or you assign a task to complete by a certain date,

note the item and the date it is to be completed below. Then put a date on which you will follow up with aphone call. The effect will be amazing when the director sees you writing down the commitment on this

sheet. Photocopy this page so that you'll have one for each district director and keep it filed in his or herfolder.)

Date to beFollow-UpDate

Completed

ACTION ITEMSDateCompleted NOTES

CDM

The United States Jaycees®

District Director's Visitation Record

(Complete only after the visit has been made. As you evaluate each director each quarter, this record will quicklyindicate which directors are doing the job and which ones need help. Photocopy this page so that you have one for eachdistrict director and keep it filed in his or her folder.)

DATE CHAPTER VISITED TYPE OF MEETING

37

REPORT SUBMITTED

The United States Jaycees®

District Director's Training Evaluation

NAME _

DISTRICT _

HOME CHAPTER _

(Complete this evaluation of each district director you supervise at the beginning of each quarter. Then seethat he or she receives the training you have marked as a priority need. After the first quarter evaluation, be

sure to evaluate the effectiveness of the training he or she received the previous quarter. Photocopy this

form so that you have one for each director and keep it filed in his or her folder.)

Co)CD

" First Quarter Second Quarter Third Quarter II Fourth Quarter

~~~ ~ /"~%~f% if,,"',.. if I! l,£J I! l,£J /. l,£J I! l'Does the director demonstrate

l;f * !<..'Ii ,,~'" ~ ~ 0 !<..-i' " .••'" ~ ~ 0 !<..-i' ,,~'" ~ p, 0 !<..'Ii(J />" .••'" ~ ~ 0

<f~o~lI' hJ.t/!~~~c/" ~'10q~O~~~ I' ~/t 'tf.~~~C/" ~/'~t;,~(~~an understanding of .....p~'Ii 'Ii' '0'" (J' A"<:.~ 'Ii' '0'" (J' " ••••~ 'Ii' 'O. .§' (J'" ••••~ 'Ii' '0'" (J' A"I!.•..~

1.

Responsibilities? 1

2.

Decision making? 2

3.

Self -motivation? 3

4.

Time management? 3

5.

Speaking? 4

6.

Self -organization? 5

7.

Our history and total Jaycee concept? 6

8.

Resources available? 7

9.

Promoting the state organization? 7

10.

Recruitment? 7-10

11.

Retention? 11

12.

Running committees? 11

13.

Effective newsletters & written communications? 12,13

14.

District meetings? 13

15.

District competition? 15

16.

Knowledge of chapters? 16

17.

Visitation do's and don'ts? 17-24

18.

Chapter problem-solving? 25

19.

Extensions? 14

20.

District Director Blue Chip 27-29

21. 22.23.

The United States Jaycees·~

REFERRAL SYSTEM PREFERRED APPLICANT FORM

CHAPTER

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(0)CD

Proepect Telephone NumberHome wort(

AddreIa Refewed By Inw.tlStMuaNo V•• App. Chk.

The United States Jaycees®

DEGREES OF JAYCEESCERTIFICATION FORM

State # DIJ Chapter # rn=r=J

(First Name)rn

Degree Level Date achieved

(Last Name)

Chapter Name:

Chapter Address

Chapter President:

Participant's ID #

State Name _

Phone # _

To certify a participant in the Degrees of Jaycees program, complete the information below and return to The U.S. Jaycees,Management Development Department, P.O. Box 7, Tulsa, OK 74121-0007.

List each activity and date completed to meet each requirement.

List Activities Completed

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Date Completed

In order to complete degrees 2,4,6,8 and 10, the participant is required to recruit and Springboard one new member inaddition to the above requirements. If the participant is certifying for one of these degrees, complete the informationrequested below.

New Member's Name Chapter Name & Number 10 Number Springboard Date

CHAPTER PRESIDENTS SIGNATURE OF VERIFICATION

40

SC RIPT

CASE PROBLEM NO.1

One of your assignments is the Super City chapter. The President of that chap­ter has been boasting that he's going to be No. 1 in the State. After the firstcouple of meetings, you discover that he is a phony and has been padding every­thing. Most of all items counting toward the Parade of Chapters are apparentlyfalse.

How do you handle this situation?

CASE PROBLEM NO.2

One of the chapters that you have been assigned to is significantly in debt. Atthis point, it can't afford to even participate in state programs or meetings be­cause of this lack of funds. The chapter contains a lot of sharp young men whojust happened to "bomb out" on their largest money-making project of the year.

What do you propose to do to help this chapter resolve its problems?

CASE PROBLEM NO.3

One of your assigned chapters is located in Deadwood, a city of 10,000 people.June I membership was 100 members. During your first visit to the chapter, itis quite obvious that the local president wants to stress quality rather than quanti­ty. During the first meeting, he de-emphasizes membership, but rather emphasizesthe need to cut out the "deadwood" and to make all the remaining members activemembers.

What would be your approach in dealing with this local president?

CASE PROBLEM NO.4

One of the chapters assigned to you is the Fairmeadow Chapter of 65 members.This chapter has had a fairly good record during the past few years. During your firstmeeting, you note that the chapter is in excellen t shape financially and member­ship-wise and is well-accepted in the community. However, the local presidentfeels that they are successful enough to be independent of the state and nationalorganizations. The chapter is not interested in visiting other chapters, extendingnew chapters, or participating in state meetings.

What is your approach to resolving this problem?

CASE PROBLEM NO.5

You have just been clcctcd a District Dircctor, but, as of yet, you havc notattended a meeting. You are from a chapter of 22 members and have been as­signed a Metro Chapter with 650 members. This chapter has been fairly stable for anumber of ycars with no great upward or downward membership of financialtrends.

What preparations do you make for your first visit?

THIR TY -THREE

The six most important words:"I admit I made a mistake."

The five most important words:"Y ou .{.lida good job."

The three most important words:"I f you please."

The two most important words:"Thank you."

The most important word:"We"

The least important word:'''I "

The average man has 5 senses:

I. Touch2. Taste3. Sight4. Smell5. Hearing

The successful man has 2 others:

I. Horse

and

2. Common

"Your task is to build a better world,"said God, and I answered, "How?This world is such a large vast place,And, oh so complicated now!And I'm so small and useless, there isnothing I can do."But God in all his wisdom said,"You just build a better you."

There's a clever young guy namedSOMEBODY ELSE -

There's nothing that guy can't do.He's busy from morning 'til way late at nightJust substituting for you.

You are asked to do this or that,And what is your ready reply?"GET SOMEBODY ELSE, Mr. Chairman;He'll do much better than I."

There's so much to do in our chaptersSo much, and the workers are few,SOMEBODY ELSE is getting weary and worn.Just substituting for you.

So, the next time you're asked to do something,Give them this honest reply!"If SOMEBODY ELSE can give time and support,You can bet your last dime, SO CAN I."

I f you think you are beaten,you are,

If you think you dare not,you don't.

If you like to win, but think you can't,it is almost certain you won't.

If you think you'll lose,you're lost.

For, out of the world,we find,

Success begins with a fellow's will,It's all in the state of mind.

If you think you are outclassed,you are,

You've got to think high to rise;You've got to be sure of yourself beforeYou can ever win a prize.

Life's battles don't always go to thestronger or faster man,

But sooner or later, the man who winsIs the man who thinks he can!

When you get what you want in your strugglefor gain,

And the world makes you king for a day,Just go to the mirror and look at yourselfAnd see what that man has to say.I t isn't your father or mother or wifeWhose judgment upon you must pass.The one whose verdict counts most in your lifeIs the one staring back in the glass.He's the one you must satisfy beyond all the rest,For he's with you right up to the end ...And you have passed your most difficult testIf the man in the glass is your friend.You may be the one who got a good break,Then think you're a wonderful guy;But the man in the glass says you're only a fake,If you can't look him straight in the eye.You may fool the whole world down the pathway

of years ...And get pats on the back as you pass;But your final reward will be headaches and tears,If you chea ted the man in the glass.

-- THIRTY-FIVE

NAME

DISTRICT

COMMITMENT AND FOLLOW-UP SHEET

(When any District Director makes a commitment to you or you assign him a task to com­plete by a certain date, note the item and the date it is to be completed below. Then put adate to follow-up wi th a phone call to him on that date. The effect will be amazing if hejust sees you writing down his commitmen t on this sheet. Photocopy this page so thatyou'll have one for each District Director, and keep it filed in his folder.)

...,::t-~...,-<Ient"I1<t"I1

Z

Date to beCompleted

ACTION ITEMSFollow-UpDateDate

CompletedNOTES

FORTY

NOTES

CLINT DUNAGANMEMORIAL AWARD

UNITED STATES JAYCEESANNUAL CONVENTION

TWENTY -EIGHT

This is the highest honor that The U.S. Jayceesbestow on a Regional Director. It is presentedannually at The U.S. Jaycees Annual Meeting tothe 20 Regional Directors in the country who arejudged the most outstanding. There are over 400Regional Directors in the country, so you can seethat the competition for the award is very intense.In most states, you need to be your state's mostoutstanding Regional Director and to have someoutstanding results to qualify for the nationalawards competition, so first concentrate yourefforts on being the best Regional Director inyour state.

The best guidelines for what you should do tobe a prime candidate for the award are containedin this Handbook. If you utilize the recommenda­tions and techniques contained in this Handbook,you'll be one of the top candidates for the award.

Official en try forms are available from andmust be submitted through your State Office.

So that you have an idea as to the basic cri­teria of the award at the beginning of your year,the following judging criteria is presented:

INDUCTION PLEDGE~u are about to become a member of the

greatest young person's organization in theworld. The Jaycees offers a young person theopportunity to meet a group of aggressive youngpeople, take part in worthwhile projects, fulfill aneed for personal growth and contribute tosociety.

Raise your right hand and repeat after me.I, (give your name), do solemnly pledge

that I will uphold the principles and traditions ofthe (name of the chapter) Jaycees, the (name ofstate) Jaycees and promote the objectives ofThe United States Jaycees.

CHARGE AND OATHOF OFFICE

~e office to which you have been electedis one of dignity and importance. In acceptingthis office, you undertake a responsibility whichis not to be assumed lightly nor carelesslydischarged. You are charged with the duties ofseriously and resolutely furthering the objectivesof the Jaycee movement.

With the policy and bylaws as your guide,you must be ever ready to exercise the functionsof the office with which you are entrusted.

Further, you are charged with governingthis organization according to the laws of demo­cracy, under which laws every person whowishes to speak shall be heard, toward the endthat in every matter considered, the best opinionshall prevail through the expressed will of themajority, and the best course of action followed.00 you accept this charge? (Reply) I do.

Raise your right hand and repeat after me.I, (give your name), do solemnly swear (or

affirm) that I will faithfully execute the office of(give office) of the (name of the chapter)Jaycees and will, to the best of my ability, serveas a living example of this organization's philo-sophy and beliefs.

THE JAYCEE CREEDTM

We Believe:

That faith in God gives meaning and purpose to human life:

That the brotherhood of man transcends the sovereignty of nations:

That economic justice can best be won by free men through free enterprise:

That government should be of laws rather than of men:

That earth's great treasure lies in human personality:

And that service to humanity is the best work of life.

© 1984 THE UNITED STATES JAYCEES®

The United States JayceesP.O. Box 7

Tulsa, Oklahoma 74121-0007(918) 584-2481