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  • Jill Pioter

11-24-2021 Questions and Answers
11-24-2021 Questions and Answers 1200 628 Jill Pioter

Q: We are an agency of Second Harvest. We have held two mobile pantries, one serving 250 families and the other 200. Should we report this in the “in-kind food” column? We also give out food every third Thursday that is provided by Second Harvest. We average 35 families. We have just started this a few months ago. Please advise if/how we would report this on the Annual Report. Not sure if I could be accurate on the value.

A: Unless you have a special arrangement with Second Harvest, the food you get from Second Harvest is purchased, so it is not in-kind. When you say that you “also give out food every third Thursday that is provided by Second Harvest,” do you mean that Second Harvest is doing the distribution and you are helping, or that Second Harvest gives you the food free of charge and you are distributing? If it is the first, then you don’t record anything except your time. If it is the second, then you record the food distributed as in-kind.

Q: I have a real problem with the ethnicity breakdown requested on the Annual Conference Report. The federal government has a special form for Ethnicity and Race Identification. I see no value in providing this information.

A: The Society does not use this information in any discriminatory way. The ethnicity information is collected only in the aggregate. Based on our Rule (Part I, Article 3.2), we are not to discriminate in membership. The breakdown in the annual report is simply to show how diverse and inclusive the Society has become. Occasionally, there are questions related to this from major funders.

Spanish Translation

P: Somos una agencia de Second Harvest. Hemos tenido dos despensas móviles, una que atiende a 250 familias y la otra a 200. ¿Deberíamos informar esto en la columna de “alimentos en especie”? También repartimos comida cada tercer jueves que es proporcionada por Second Harvest. Tenemos un promedio de 35 familias. Acabamos de comenzar esto hace unos meses. Indique si lo informaremos en el Informe Anual y cómo lo haríamos. No estoy seguro de poder ser exacto sobre el valor.

R: A menos que tenga un acuerdo especial con Second Harvest, la comida que obtiene de Second Harvest se compra, por lo que no es en especie. Cuando dice que “también reparte comida cada tercer jueves que proporciona Second Harvest”, ¿quiere decir que Second Harvest está haciendo la distribución y usted está ayudando, o que Second Harvest le da la comida gratis y usted está distribuido? Si es el primero, no registra nada excepto su tiempo. Si es el segundo, registra los alimentos distribuidos como en especie.

P: Tengo un problema grande con el desglose étnico solicitado en el Informe Anual de la Conferencia. El gobierno federal tiene un formulario especial para la identificación étnica y racial. No veo ningún valor en proporcionar esta información.

R: La Sociedad no utiliza esta información de forma discriminatoria. La información de origen étnico se recopila solo en conjunto. De acuerdo con nuestra Regla (Parte I, Artículo 3.2), no debemos discriminar en la membresía. El desglose en el informe anual es simplemente para mostrar cuán diversa e inclusiva se ha vuelto la Sociedad. De vez en cuando, hay preguntas relacionadas con esto de los donantes principales.

                               

  • Jill Pioter

11-18-2021 Questions and Answers
11-18-2021 Questions and Answers 1200 628 Jill Pioter

Q: Conference Bylaws, Document 1, indicates Conferences should meet at least twice a month. The standardized Conference and Annual Reports have a possible meeting time of once a month. Please confirm, or not, that if a Conference meets once a month they are not in compliance with the standardized Bylaws, document 1? Also, if a Conference meets less than once a month, what should be the selection  for on the Annual Report, “Other?”

A: “Monthly” and “Other” are on the Annual Report for Conferences to be honest in when they meet. However, the Rule (Part III, Statute 5) is also emphasized in the bylaws. It is up to the Conference to be compliant with the Rule. It is the responsibility of the Conference President to ensure this. It is the responsibility of the District Council to ensure that all Conferences are compliant with the Rule. Any action related to bringing the Conferences into compliance must be initiated by the Conference President and the District Council. If this is ignored by the Conference President and the District Council, then the Conference, the Conference President, and the District Council are all non-compliant with the Rule. In that case, upper Councils must take action when they know this condition exists. Refusal to be compliant with the Rule is grounds for removal from the Society.

Q: How do we report the number of people helped with cash i.e. rent, electric etc.? There is a reporting section for in-kind activity but not cash.

A: The number of people helped with cash is not captured on the annual report separately, but is reflected in our Visits and Services to People which includes in-kind services. As described in the Annual Report instructions, expenses gathered under the treasurer’s report reflect all funds expended for goods and services provided to those we served, including cash, checks, certificates, bus tickets, and gift cards. The principal method for payment of aid will be check, paid directly to the provider of those goods or services. This also includes the cost of food purchased to stock your food pantry. For those Conferences that operate stores and other Special Works, this includes dollars spent for direct aid to those in need.

Spanish Translation

P: Los Estatutos de la Conferencia, Documento 1, indica que la Conferencia debe reunirse al menos dos veces al mes. La Conferencia estandarizada y los Informes Anuales tienen un tiempo de reunión posible de una vez al mes. Por favor confirme, o no, que si una Conferencia se reúne una vez al mes, no cumplen con los Estatutos estandarizados, documento 1. Además, si una Conferencia se reúne menos de una vez al mes, ¿qué debería ser la selección en el Informe Anual, cuando una Conferencia se reúne menos de una vez al mes? ¿Pondría “Otro” en los formularios?

R: “Mensual” y “Otro” están en el informe anual de las Conferencias para ser honestos en cuando se reúnan. Sin embargo, la Regla (Parte III, Estatuto 5) también se enfatiza en los estatutos. Depende de la Conferencia cumplir con la Regla. Es responsabilidad del presidente de la Conferencia garantizar esto. Es responsabilidad del Consejo de Distrito asegurarse de que todas las Conferencias cumplan con la Regla. Cualquier acción relacionada con el cumplimiento de las Conferencias debe ser iniciada por el presidente de la Conferencia y el Consejo Distrito. Si esto es ignorado por el presidente de la Conferencia y el Consejo de Distrito, entonces la Conferencia, el presidente de la Conferencia y el Consejo de Distrito no cumplen con la regla. En ese caso, los Consejos superiores deben actuar cuando saben que existe esta condición. Negarse a cumplir con la Regla es motivo de expulsión de la Sociedad.

P: ¿Cómo informamos la cantidad de personas que recibieron ayuda con dinero en efectivo, es decir, alquiler, luz, etc.? Hay una sección de informes para las actividades en especie, pero no en efectivo.

R: La cantidad de personas a las que se ayudó con efectivo no se registra en el informe anual por separado, sino que se refleja en nuestras Visitas y Servicios a las Personas, que incluyen servicios en especie. Como se describe en las instrucciones del informe anual, los gastos recopilados en el informe del tesorero reflejan todos los fondos gastados en bienes y servicios proporcionados a aquellos a quienes servimos, incluido efectivo, cheques, certificados, boletos de autobús y tarjetas de regalo. El método principal de pago de la ayuda será el cheque, pagado directamente al proveedor de esos bienes o servicios. Esto también incluye el costo de los alimentos comprados para abastecer su despensa de alimentos. Para aquellas Conferencias que operan tiendas y otros Trabajos Especiales, esto incluye dólares gastados para ayuda directa a los necesitados.

  • Jill Pioter

Councils and Their Conferences
Councils and Their Conferences 1200 628 Jill Pioter

This document is about Councils; yet, the starting point of this document is Conferences. Why is that? As you will see below, Councils don’t exist without Conferences and the Council’s primary role is to support the Conferences.

CONFERENCE PARTICIPATION IN THE COUNCIL

This is an important principle to keep in mind: Conferences that do not want to participate with the Council have not been convinced they receive anything of value from the Council and its activities. Councils should never be formed simply for the sake of forming a Council. Councils have a particular purpose and the Conferences must understand what that is.

In the Rule that was in effect prior to 2003, there was a statement that was a clear definition of the purpose of any Council. This statement was in Part II of the Rule, Article 15:

  • Councils are responsible for animating and coordinating the work of SVdP units within their respective jurisdictions.
  • They serve the Conferences. All Councils are first and foremost at the service of the Conferences with a view to furthering charitable activities. Because every Council gathers information about human needs and services from a variety of sources – the community at large, as well as the Conferences – it keeps Conferences in touch with changing social problems and new programs for helping
  • … each year, each Council obtains and compiles a consolidated annual report of all the Conferences and Councils attached to it. The Council’s report is then forwarded with any comments to the next higher Council for the preparation of the annual report of the National Council of the United
  • Councils encourage initiatives and strive to bring about the establishment of Conferences, Councils and new works, and the revival of dormant or defunct
  • A Council reviews and evaluates applications for aggregation and institution that are submitted by its affiliated SVdP groups. If approved at District and Diocesan Council levels, the application is forwarded to the National Council for transmittal to the Council General (International).
  • Councils organize, to the fullest possible extent, training and formation sessions for members and potential members on spiritual themes, the Vincentian vocation, and problems of social action and justice.
  • To coordinate Vincentian work, Councils keep in regular contact with their Conferences and Councils and inform them of the activities of the
    The Council represents its constituent units in contacts with religious and public
  • Each Council determines the expected contribution (solidarity) from attached Conferences and Councils in order to meet its necessary expenses and assist needy Conference and Council groupings attached to
  • Special works of the Society conducted by the Councils must rely on the Conferences for support, personnel and

In the current Rule, these responsibilities have not changed. They are also spelled out but not in so compact a form.

The fact of the matter is that all Conferences should be aware of what the Council is doing for them. Conferences should be receiving benefits from the Council that clearly provide value to them. It is the responsibility of the Council to ensure that Conferences understand this clearly. Ultimately, it is the Conference members themselves who make up the Councils and who make the decisions in support of the Conferences.

STRONG CONFERENCES

Strong Conferences make a strong Council!! It is the Council’s responsibility to assist and guide Conferences in fulfilling the mission of the Society. The best way to do this is to ensure that Conference leadership and members understand what the Society is all about, what the role of the Conference is and what is expected of members.

When Conferences get into trouble (begin to decline or get into some other difficulty), it is far better to be proactive rather than reactive. It is recommended that each Council form a Conference Resources and Concerns Committee to:

  1. Promote understanding and compliance with the Rule, Bylaws and Manual;
  2. Develop resources that will help Conferences to understand and fulfill their roles in the Society;
  3. Provide training materials for Conference leadership;
  4. Monitor Conference activity and act to assist Conferences who are in trouble;
  5. Promote and assist in establishing new Conferences;
  6. Assist in revitalizing existing Conferences, where needed; and
  7. Mediate Conference concerns where

A well-formed Conference Resources and Concerns Committee can monitor Conference activities and offer many aids to make a Conference more effective.

  • Jill Pioter

Resolve to Focus on Good Governance
Resolve to Focus on Good Governance 1200 628 Jill Pioter

The arrival of a new fiscal year is a good time to remind ourselves that loving and supporting one another while serving the poor is an integral part of our Vincentian mission.

Our Conference meetings are where we help each other fulfill that mission of growing spiritually, developing friendships, and having face-to-face encounters with those in need. Meeting at least twice monthly as we should provides the opportunity to continually strengthen those supportive relationships.

Our Councils have a Board of Directors to guide our efforts and oversee our performance. We challenge you to realize that even the best Councils and Conferences can be better and more effective. Our Council Boards and our Conferences should always seek to foster and facilitate improvement. Given the importance of good governance, perhaps this should be your primary resolution for this new year.

Why not start using your Council Board as a support group to review and update your policies and procedures and clean up your record-keeping? Encourage your Conferences to do likewise.

Review your Bylaws. This is a document that spells out your mission, how you operate procedurally and the need for compliance with IRS requirements for nonprofit organizations. They are not meant to be inflexible when circumstances signal a need for revision. Assess your programs to see if they remain relevant and are operating efficiently with the right priority. Take a good look at how your Special Works impact all Vincentians in all of your Conferences. Look at your succession planning. It is of vital significance at all levels of our Society. If your operating procedures, which are a key part of good governance, need changing, take advantage of the Governance Training DVD and program provided for you by our National Council.

Throughout the year we will address some of these important matters further in the E-Gazette. We urge you to read that information and resolve to enhance your effectiveness. In so doing you will be heeding the exhortation of Blessed Frederic Ozanam to always seek to be better in our service to Christ’s beloved poor.

  • Jill Pioter

11-4-2021 Questions & Answers
11-4-2021 Questions & Answers 1200 628 Jill Pioter

Q: How are gift card purchases or gift certificates for food reported on the annual report?

A: Gift cards or gift certificates purchased by Conferences for food should be reported as expenses in the annual report under “those we serve” since the expenditures are on behalf of neighbors in need. Gift cards or gift certificates that have been donated to the Conference are treated as in-kind and are reported as they are used. 

Q: Is it correct that we should not use a friend in need’s name and picture in our advertising – even with their permission?

A: Using our friends in need name and photograph on advertisement is not a violation, with written (authorization) advance permission. We want to be sensitive to a person’s situation, including financial, family, and safety. There are additional sensitivities when dealing with the identities of children. Many SVdP Councils/Conferences have case record forms that have a disclaimer on it; perhaps it will work for this purpose. Others have a separate release of information form for our friends in need to sign. The release of information form is different from a release to use images/photos and normally does not include permission for photographs or advertisements. There is usually a separate release form for this purpose. Contact the National Communications Team, Jill Pioter (jpioter@svpdusa.org) or Michelle Boyer (mboyer@svdpusa.org) about this. A question to ask is if the real name is truly needed: can you tell the story with an alias? Could you use only a first name and have the same impact? The critical point here is the picture, whether you use their real name or an alias. Many people do not want their pictures shown.

Spanish Translation

P: ¿Cómo se informa las compras de tarjetas de regalo o los certificados de regalo para alimentos en el informe anual?

R: Las tarjetas de regalo o los certificados de regalo comprados por las Conferencias para alimentos deben declararse como gastos en el informe anual bajo “aquellos a quienes servimos,” ya que los gastos son en nombre de los vecinos con necesidades. Las tarjetas de regalo o los certificados de regalo que se hayan donado a la Conferencia se tratan como en especie y se informan a medida que se utilizan.

P: ¿Es correcto que no deberíamos usar el nombre y la imagen de un amigo con necesidades en nuestra publicidad, incluso con su permiso?

R: Usar el nombre y la fotografía de nuestros amigos con necesidades no es una violación, con un permiso previo por escrito (autorización). Queremos ser sensibles a la situación de una persona, incluidas las finanzas, la familia y la seguridad. Hay sensibilidades adicionales cuando se trata de las identidades de los niños. Muchos Consejos/Conferencias SVdP tienen formularios de registro de casos que tienen un descargo de responsabilidad; quizás funcione para este propósito. Otros tienen un formulario de divulgación de información por separado para que lo firmen nuestros amigos. El formulario de divulgación de información es diferente de una autorización para usar imágenes/fotos y normalmente no incluye permiso para fotografías o anuncios. Por lo general, existe un formulario de autorización por separado para este propósito. Comuníquese con el equipo nacional de Comunicaciones sobre esto. Una pregunta que debemos hacernos es si realmente se necesita el nombre real: ¿puedes contar la historia con un alias? ¿Podrías usar solo un nombre sin apellido y tener el mismo impacto? El punto crítico aquí es la imagen, ya sea que use su nombre real o un alias. Mucha gente no quiere que se usen sus imágenes.

 

  • Jill Pioter

The Meaning of Good Governance
The Meaning of Good Governance 1200 628 Jill Pioter

Good governance. What does it mean anyway?

Governance means:

  • Responsible use of assets and funds.
  • Ensuring the group/organization is fulfilling its mission.
  • Openly communicating with others and listening to others at all levels of the organization.
  • Accurate recordkeeping for the benefit of the organization and those we serve.
  • Maintaining good legal standing through compliance with IRS section 501(c)(3) requirements.
  • Serving as a good role model: In the Vincentian world this also includes embracing servant leadership.

Governance does NOT mean:

  • The leader cannot share responsibilities.
  • Numbers are more important than people.
  • Opinions of others do not matter.
  • Turning the organization/group into something distant from its mission.

Basically, good governance means good leadership. It means taking good care of the Society; it means taking good care of those we serve. It means taking care of each other, encouraging the spiritual growth of all members and friendship among members, and person-to-person service. It means serving with integrity, accountability and in a trustworthy manner. Taking advantage of ongoing learning opportunities and identifying helpful collaborations can help Vincentian leaders govern and lead with great effectiveness and joy.

St. Vincent de Paul once said, “There is great charity – but it is badly organized.” Let us be inspired by St. Vincent’s good governance and leadership and allow the generosity of others to be put to good use.

  • Jill Pioter

10-21-2021 Questions and Answers
10-21-2021 Questions and Answers 1200 628 Jill Pioter

Q: Could you please share with me what national has for their “Global Ends” policy? 

A:   National Council’s Ends Policy is stated  in Resolution 74, to view click here: https://members.ssvpusa.org/governance/resolutions/. In this case National Office also means National Council. The Ends for the National Council are the Society’s Essential Elements of Spirituality, Fellowship, and Service.

Q:  We added a room to our pantry and our president who is a carpenter by trade with the help of other members was paid to build it. The total price of the project was lower than the cost of a hired contractor. Is this ok under the bylaws of SVdP?

 A:  It is okay for Conferences to pay the president or any other member to do a particular thing for a short term job as long as all members know and are in agreement with the terms. This could become a problem if it is happening consistently, and the Conference must be aware of any conflicts of interest. It can also be a problem if the president or other officers are paid on a consistent basis for doing regular jobs, as they would lose their eligibility to hold office. In this example the president is indeed a paid contractor. As such, good accounting and audit principles include soliciting bids for projects over certain cost estimates set by the board of directors. This transparency is important to demonstrate to the public and supporters that the Society’s leaders are not unduly compensated for any professional work provided to the Society.

Spanish Questions & Answers

P: ¿Podría compartir conmigo qué tiene nacional para su política de “fines globales”? 

R:   La Política de Fines del Consejo Nacional se establece en la Resolución 74; para verla, haga clic aquí: https://members.ssvpusa.org/governance/resolutions/. En este caso, Oficina Nacional también significa Consejo Nacional. Los Fines del Consejo Nacional son los Elementos Esenciales de Espiritualidad, Amistad y Servicio de la Sociedad.

P: Agregamos una habitación a nuestra despensa y nuestro presidente, que es carpintero, con la ayuda de otros miembros, recibió un pago para construirla. El precio total del proyecto fue menor que el costo de un contratista contratado. ¿Está esto bien según los estatutos de SVdP?

R:  Está bien que las Conferencias le paguen al presidente o cualquier otro miembro para que haga algo en particular por un trabajo a corto plazo, siempre que todos los miembros conozcan y estén de acuerdo con los términos. Esto podría convertirse en un problema si ocurre de manera constante, y la Conferencia debe ser consciente de cualquier conflicto de intereses. También puede ser un problema si al presidente u otros funcionarios se les paga de manera constante por realizar trabajos regulares, ya que perderían su elegibilidad para ocupar el cargo. En este ejemplo, el presidente es de hecho un contratista pagado. Como tal, los buenos principios de contabilidad y auditoría incluyen la solicitud de ofertas para proyectos por encima de ciertas estimaciones de costos establecidas por la junta directiva. Esta transparencia es importante para demostrar al público y a los partidarios que los líderes de la Sociedad no son compensados ​​indebidamente por ningún trabajo profesional proporcionado a la Sociedad.

  • Jill Pioter

Do People Trust You? Advice for Building Trust and Inspiring Confidence
Do People Trust You? Advice for Building Trust and Inspiring Confidence 1200 628 Jill Pioter

One afternoon as I was passing through the airport on my way home, I ran into a colleague of mine, Stephen M. R. Covey, the author of the book “The Speed of Trust.” We stopped and exchanged a few pleasantries. I could tell that he needed to get through security, so I bid him safe travels.

As he was hurrying away, I yelled after him, “I know something faster than the speed of trust.”  He yelled back, “What’s that?” I responded, “Distrust.” He laughed as he hurried away and responded, “You’re probably right.”

Think about it for a minute. Some people will trust you from the beginning of your relationship without having any experience with you. Others won’t trust you no matter what you do; you really have to work to earn their trust. Still others begin their relationship with you in a neutral position. They will wait to see what you say and do before they trust you.

No matter where the trust in any relationship begins, what we know for sure is that it doesn’t take much negative behavior to diminish the trust that people have in you.

Here are a few tips to help you assess your trustworthiness and to increase the confidence people have in you.

  • Do you walk the talk?

There is probably nothing that erodes trust quicker than saying one thing and then doing another. The first time this happens, people will take a closer look at your behavior. But if it happens repeatedly, people will come to distrust you and not believe anything that you say. You will appear as if you just say what you think people want to hear. This seeming lack of credibility will cause people to question your intentions and can cause lasting damage to your relationships.

What to do? Stop and think about what you are about to say, or what purpose your message needs to convey, and then say what you truly mean. Being deliberate and intentional about your message will increase alignment between your message and your behavior.

  • Do you keep your commitments?

This is closely associated with the previous question.  Sometimes we make commitments and things change. When this happens, it is important to acknowledge your commitment and make necessary adjustments. If you let another commitment take priority over a previous commitment and don’t manage that dynamic, then people will learn to not take you seriously and may not keep their commitments to you.

What to do? Keep a calendar of your commitments and manage them. If something changes, then be sure to communicate those changes and make new arrangements as soon as you can.  Don’t blow people off or forget to keep your commitments. Using some kind of planning or calendaring software will help you to keep your commitments while strengthening the trust that others give you.

  • Is your behavior consistent?

If you have wild mood swings and are unpredictable, your erratic behavior will lead people to distrust you. In one of my first corporate positions, I had a manager who had broad swings in behavior and mood. You never knew if your performance would be celebrated or trashed in front of others. The first person to arrive in the morning would test the waters and then alert everyone at the coffee machine if we could engage with our manager or should make ourselves scarce that day.  Consequently, few people felt that they could fully trust him.

What to do?  Notice if people approach you and ask for your input or support on their work.  If you are not approached by others, perhaps you could find a respected colleague and ask for feedback about how you come across.  If someone will be honest with you, listen to what they have to say.  Ask for examples and thank them when they finish.  If you find that people are unsure about how to approach you, strategize some ways to manage your behavior and mood so it is more predictable and consistent.

  • Do you misrepresent the truth?

This happens more frequently than people would like to admit.  People are often afraid to speak up and tell it like it is, fearing the perceived negative consequences that could occur. This perception will have a negative impact on behavior. When people don’t keep their commitments or meet expectations of performance, then they feel forced to cover their mistakes to justify their behavior. This leads others to avoid interacting with those individuals and to distrust the stories they offer as excuses for their behavior.

What to do? If you find yourself misrepresenting or exaggerating situations, then you are at risk to not be taken seriously and are setting yourself up to be distrusted.  Stretching the truth and making excuses can become a habitual response. If this is often your first reaction, recognizing your tendency to do it, determining your motivation behind this response and correcting it will go a long way toward building trust.

  • Do you withhold information from others?

This is usually a power play of sorts where people make themselves the gatekeeper of what others need to know to do their work. Such behavior leads to frustration on the part of others and also can lead to people not sharing information that you may need. Withholding information also leads people to figure out how to work around you so they have as little interaction as possible.

Sometimes, for legal reasons, you may not be able to tell others what you know. When this is the case and others press you for information, you simply need to tell people that you can’t tell them about a certain situation because of legal ramifications to you and your company.

What to do? Ask people what information they need and, specifically, identify deadlines. Look to offer support and address others’ needs and concerns to increase the success of those that rely on you in some way. When people ask you for information that you can’t share, simply manage the situation and tell them that. They will understand.

  • Do you gossip about others?

Nothing will erode trust quicker than talking about others behind their back. Unfortunately, people often talk about others rather than to others. When you gossip, your behavior tells your listener that if you would talk about someone else, then you would also talk about them. Although they may listen to you and engage in the gossip, they won’t trust you. This kind of behavior ruins relationships, destroys company culture and creates emotional drama that everyone would rather avoid.

What to do?  Stop it. If you have an issue with someone, talk to the person you need to talk to and avoid the rumor mill that puts people on negative alert but never solves the problem. Otherwise you will just get more of the same – poor results and no trust.

  • Do you throw others under the bus?

This behavior usually takes place when someone is trying to avoid responsibility or accountability for the results that were created. Sometimes, when others have not kept their commitments to you, their behavior has a direct negative effect on your results. When this is the case, ask yourself, “Did I manage the situation in such a way that kept them from being successful? Did I do my part to help them to be successful and to achieve the desired results?” Sometimes we become so busy and have so many things to do that we fail to manage a person or a situation in an optimal fashion.

What to do? Be responsible and take accountability for managing others, facilitating activities that will produce the desired results. When things don’t go as planned, examine your part in the process and accept ownership. Doing so will go a long way to creating and strengthening trust.

  • Do you keep confidences?

Someone once told me that there is no such thing as a secret until the person you told it to is dead. If someone shares something sensitive and important with you in confidence, unless there is a specific and legal reason not to, you should keep those things confidential. If you are going to share something important with another person, you should assume that sometime or somewhere what you share will be shared with someone else.

  • Are you supportive of others?

Nothing increases trust like being sincerely interested in and supportive of others and their efforts. If you are a leader and you frequently ask people what they need from you and how you can help and support them, they will feel the satisfaction that comes in knowing someone cares about them and their success. That care and concern will translate into increased trust.

What to do?  Check in frequently and offer support. This will afford you the opportunity to get to know them, how they are doing and what you can help them with.  Making interpersonal connections such as these will improve their work and their performance.

Our interactions with others serve either to build trust within our relationships or call it into question. Recognize that what you do and say is the first step in building and strengthening trust. As you consciously work to increase others’ confidence in you, your interactions will improve and you will achieve greater results. And, you’ll never have to worry about the speed of distrust.

Connect with John R. Stoker on Facebook, LinkedIn or Twitter.

  • Jill Pioter

10-14-2021 Questions and Answers
10-14-2021 Questions and Answers 1200 628 Jill Pioter

Q: Where does the Council get its support?

A:  According to the Rule, Part III, Statute 24, “The authority to manage the Society’s assets remains exclusively with the Councils …” This statute goes on to say, “Councils may determine annually the percentage of the funds of each Council or Conference within their area that may be made available to them …”

Chapter 2 of the Manual, page 26, subheading ‘Funds of the Conference’ states, “Conference members should never adopt the attitude that the money is theirs …” In addition, under ‘Donation of Conferences’ it reads, “Surplus funds should be shared generously with needier Conferences or the special works of the District.”

Additionally, Councils are free to operate their own stores, raise funds from the public, and to generate their own funds through events and other revenue-generating activities.

Q:  The solidarity contribution assessment for stores is based on their total revenue (normally total sales), and not on their profits (sales minus expenses). Correct?

A:  Yes, on the Stores Report there is a line item titled “Total Revenue” (not “Total All Store Income”) that is used to determine the solidarity assessment for a store. Expenses do not come into play in the solidarity calculation.

Spanish Questions & Answers

P: ¿Dónde obtiene el apoyo el Consejo?

R:  De acuerdo con la Regla, Parte III, Estatuto 24, “La autoridad para administrar los bienes de la Sociedad es exclusiva de los Consejos…” Este estatuto continúa diciendo, “el Consejo…puede determinar anualmente el porcentaje de los fondos que pueden estar disponibles para ellos de cada Consejo o Conferencia dentro de su área.”

El capítulo 2 del Manual, página 26, subtítulo ‘Fondos de la Conferencia’ establece: “Los miembros de las conferencias nunca deben adoptar la actitud de que el dinero les pertenece a ellos …” Además, en “Donación a la Conferencias” se lee: “Los fondos extras deben ser compartidos generosamente con otras Conferencias con más necesidades o en los Trabajos Especiales del consejo o del distrito.”

Además, los Consejos son libres de operar sus propias tiendas, recaudar fondos del público y generar sus propios fondos a través de eventos y otras actividades generadoras de ingresos.

P: La evaluación de la contribución solidaria para las tiendas se basa en sus ingresos totales (normalmente ventas totales) y no en sus ganancias (ventas menos gastos). ¿Correcto?

R:  Sí, en el Informe de Tiendas hay una línea titulada “Ingresos Totales” (no “Ingresos totales de las tiendas”) que se utiliza para determinar la evaluación de solidaridad para una tienda. Los gastos no entran en el cálculo de la solidaridad.

  • Jill Pioter

How To Avoid Confusion With Clear Communication
How To Avoid Confusion With Clear Communication 1200 628 Jill Pioter

Under-communication is a consistent problem in nearly every business. You can solve that by taking ownership of the communication happening around you.

I’ve worked with more than my share of poor communicators over the years. One was a boss who rarely shared information and never in a timely way. My office happened to be in a different building than his, so getting to our weekly one-on-one meeting took a little effort. Each week, I prepared a status report on my major projects, developed a list of answers I needed to make progress, and drove to the office in time for the meeting.

I can’t tell you how many times I was greeted by his assistant with a pained expression. “I’m so sorry,” she’d say. “He had to step out.” Not only did he cancel most of our meetings, but he did so without notice.

When we did meet, he provided little or no clarity. And he dodged most of my questions with “I’ll have to get back to you on that.” It was maddening!

Most under-communication is inadvertent. People are simply unaware of the gap between what’s in their mind and what’s in yours, and you suffer from that same lack of awareness. In fact, a team of researchers writing in the Journal of Political Economy labeled this phenomenon “the curse of knowledge.” It means that when you know something, it’s very hard to remember that other people don’t.

Fortunately, the solution is remarkably simple. All you have to do is step up and take responsibility for all the communication that comes from you or to you. Here’s how:

Determine To Be The Solution
Most of us are not fully aware of our own part in the communication quagmire. We may expect others to do all the work of conveying information. The first step in communicating clearly is to determine to be the solution, not the problem. Are you ready to champion clear communication in your workplace?

Externalize Your Thinking
The curse of knowledge affects everyone, including you. As a result, we don’t communicate or don’t communicate enough. Be aware of the gap between your understanding and that of your team. Stop assuming that people know what’s important or what needs to be done. Get your thoughts out of your head where others can read or hear them.

Push For Clarity
Before you compose your message (or say it out loud), ask yourself, “How can I set the other person up for success?” Before you hit send, reread the communication to be sure it’s clear. Would you know exactly what you meant? Clarity is vital for communication. Sometimes that will mean pushing others for clarity. Remember, they also suffer from the curse of knowledge and may have a tendency to omit information or use ambiguous language. Gently ask them to make their meaning clear.

Confirm Understanding
Communication hasn’t really happened until the other person not only receives your words but also understands them. You can request a “read receipt” when you send a message, but you also need to get an “understand receipt.” You can do that with questions like “Is anything unclear about that?” or “What do you understand based on what I’ve said?”

Over-Communicate
Actually, you can’t over-communicate. Or at least it is pretty hard to do.  People are busy and distracted. They forget things they should remember – things they want to remember. Communication is not a one-and-done event. Communicate again. And again.

What would it be like to come to work in a place where you never had to go on a deep dive for the information you need to do your job? How would it change the culture of your office if everyone was clear, direct and intentional in their communication? Why not take responsibility for making that happen and find out?

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