AR Handbook – 9 understood. It is often desirable to ask the listener how he plans to go about accomplishing the task. From his explanation, you can determine whether or not you have communicated effectively. 3. When it is obvious that a project or task will have to be delegated, involve the person to whom the work will be delegated in all communication about that task or project as soon as possible. Often a leader has many conversations and communications about a job to be delegated. Perhaps hours or days have been spent with groups and individuals discussing it. The leader then attempts to give a 10-minute ”third person” summary to the subordinate to whom the job is being delegated. The subordinate, if in on the communications as early as possible, will get the ”flavor” and ”intent” of the task and thus significantly reduce the possibility of a communication “misfire.” 4. When possible, always check with the source of an action request. When a communication passes through several persons, it is extremely vulnerable to change. Checking with the originator of a request can often prevent much time spent in taking action that is off target or unwanted. 5. The primary burden for ensuring that communication barriers are reduced is on leaders. They are presumed to know more about the process than others. It is one of the prices one pays for leadership. While leaders may often want to behave like normally reacting human beings, they must initiate and maintain good communication techniques. 6. Leaders must let those with whom they are communicating know that they are “getting through.” Once people feel that they are being understood, they tend not to be so unreasonable or to defend their positions so vigorously. 7. When people are in trouble, it is best to meet their need first and to counsel them later. The reason is simple; it is difficult to be objective or to listen accurately when enmeshed in a situation calling for immediate remedial action. LaFontaine in “Fables” expressed this effectively when he wrote, “Ha, my friend, get me out of danger; you can deliver your speech afterwards.” Emergency First Aid for the AR The first stage of an incident is often filled with trauma which hinders clear thinking. Therefore, it is vital that members be warned against taking precipitous and potentially unwise action. In the first few minutes or hours following an incident that poses a threatening outcome for a member, the AR should be prepared to do the following: Warn members – • Not to make spontaneous responses to charges brought against them. • Not to appear at any accusatory hearing (including a meeting with an administrator) unless accompanied by association representation. • Not to attempt to defend themselves alone. • Not to accept “an opportunity to resign.” • Not to agree to any proposals, whether orally or in writing. • Not to submit any written statement to administrators or school directors. • Not to refuse to carry out an order of an administrator, or even though doing so would violate the contract (the UniServ rep will advise the member concerning exceptions to this rule). Advise affected members – • To write down immediately everything that happened – a narrative including time, date, location, names of involved persons, witnesses, and actual words spoken. • To get advice early from association representatives – not to wait and see what happens. • To keep copies of all correspondence and papers relating to the situation. Note – Many a career has been damaged as the result of a member’s failure to pay early heed to one of these cautions.
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