Conservation Chair保护椅.docVIP

Job Descriptions for Chapter Leaders In many ways, Audubons chapters are as dynamic as their current leaders. Energy levels ebb and flow and some years will undoubtedly be more productive than others. It is the overall forward movement of the chapter that is important. This applies to committees as well. In any given year, in a chapter of any size, certain committees will be very active while others are less so. The following job descriptions will assist chapter officers and committee chairs in defining their activities. However, the diversity of Audubon chapters is reflected in the variety of roles officers and committee chairs take on. Therefore, the following job descriptions are really only suggested guidelines to be modified to suit your own chapter’s special circumstances. Training for Chapter Leaders While job descriptions may be helpful, training of new officers and committee chairs is also essential for ensuring continuity and effectiveness of new leaders. Each chapter leader will have his or her own techniques for accomplishing training of successors. Some may choose to work with the new person for a period of time before turning over the reins entirely. Others may keep a journal of all chapter related business and activities during their time in office, and provide this as a manual for managing the particular office or committee. Regardless of the approach, it is critical to the success of the chapter that some form of training be provided to new officers. *** A word on burnout. Audubon people tend to move into leadership positions of greater responsibility because they want to respond more actively to growing environmental challenges, and serve the Audubon mission. Overextending oneself and the resulting burnout is, perhaps, an Audubon leader’s greatest nemesis. The trick to maximizing your contribution, while avoiding burnout, is to have a healthy respect for your special talents and your limitations, and to focus those talents where they will hav