AR Handbook – 7 Some AR fundamentals AR self-evaluation You’ve learned to be an effective AR when . . . • Members come to see you with questions. • You have a ”sense” of things not being right in the building. • The supervisor or principal comes to you with questions or problems. • You can accurately predict a vote on a given issue in your building. • You have learned to ”keep your cool” in the midst of any hassle – regardless of the heat that may have been generated. Principals Need ARs Both the AR and the principal benefit from a cooperative, respectful day-to-day relationship. The principal looks good when problems are solved early and without fail. The principal needs an effective AR. The principal’s days run smoothly when the AR reports regularly with comments such as: “Everyone seems to be happy with your resolution of the busduty issue. You did a good job.” “Some members are questioning the meaning of this paragraph of your memo . . .” “I’m hearing questions about signing out . . .” “The art teachers complimented you on how you worked out the supply problem last week.” When the AR keeps the members happy and makes the principal look good, the principal is motivated to work cooperatively with the AR, who in turn, looks good in members’ eyes. Creed of the AR I believe – • That as long as members approach me, sincerely wanting answers, I will never hear a “stupid” question. • That I do not develop a follower by making him a loser in a debate. • That my own opinion of what is just or who is “right” has no bearing on my responsibility to ensure that members receive every right to which they are entitled. • That members yearn not so much for my opinion, my logic, or my information, as they seek relief from threats and harassment, the satisfaction of working without suffering administration-induced frustrations, and the feeling that they work each day among supportive colleagues. • That although “gripers” may not be doers, I can use my skills in human communication to transform wasteful talk into productive action. • That even when I am certain I know the consensus of the members in my building on a particular issue, I can reinforce their satisfaction and feeling of involvement if I regularly ask their opinions anyway. • That members become followers when they feel supported, that the surest way to discourage members from becoming followers is to shoot them down with indifference. • That the members’ day-to-day existence provides almost no evidence of positive feedback; that praise is a rare event in working; that from one week to the next I may be the only source of encouragement to members in my building; that my few words of praise and support could make a difference I will never realize. • That in a negotiations year especially, ARs are the most important element in the drive for a contract; that regardless of the highly developed skills of the negotiation team, the association effort will fail or stop short of member expectations unless ARs use their skills to generate staff unity. • That I can probably not succeed in my role as organizer of a widely diverse mix of human beings unless I have fun doing it. AR Handbook – 7
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