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.