Facilitator and Meeting Management Information
Our volunteers leaders are essential to our success and our ability to be able to consistently offer our great program free to all members who need our help. We know that the job market today is very difficult as the numbers are against everyone. Experts now say there is only one job for every 8-10 people which requires an intense effort and education for all the strategies, techniques and tips to look for a job and end up successful.
This program was developed to be this type of approach and to be led by people who have a passion for helping others and who are willing to learn more to help others learn the same. As we are zero funded we get a great amount of help from all areas to allow us to do what we do.
Our volunteers leaders are essential to our success and our ability to be able to consistently offer our great program free to all members who need our help. We know that the job market today is very difficult as the numbers are against everyone. Experts now say there is only one job for every 8-10 people which requires an intense effort and education for all the strategies, techniques and tips to look for a job and end up successful.
This program was developed to be this type of approach and to be led by people who have a passion for helping others and who are willing to learn more to help others learn the same. As we are zero funded we get a great amount of help from all areas to allow us to do what we do.
We have had incredible growth and a success rate the is unprecedented in volunteer support and networking groups, so much so that we are now nationally recognized and rapidly expanding across the country in three different meeting venues, It is important to me as the founder and to the entire organization that we have the ability to offer the consistent format and culture we have been noticed for. We have a promise now to deliver the program in its effective design so that we can continue to provide our format and great support culture to all the many locations we have and that we are opening. As they are all spread far from the epicenter of the organization, the founder puts thrust in the people he appoints to be the caretakers and the delivers of this great, successful model. WE are looking a ways to fast train members as our history has shown that facilitators land jobs faster than the general membership, and I now believe this is for three reasons.
1- People who set up and volunteer to lead are both possessing and demonstrating their leadership skills, this quality will separate them from the pack in this job search world. As we believe there is one job for every eight job seekers, you need this edge.
2- Facilitators and co-facilitators attend our meetings weekly and this is the best way to get the full value of all the help, feedback and out of the box suggestions that come from the Pay It Forward Culture.
3- The reward of helping people land jobs creates a feeling that is indescribable and knowing you had a hand in helping them, well it brings tears to my eyes. You have not only helped that individual but you have helped their full family, their community and any stakeholder who depend on them earning a living to be able to trickle it down into the economy. And you have helped them be restored to the respect they deserve. My hope is the Alumni of this great organization re-invest with all the people who are left behind when they land and continue to do whatever they can to help all.
It is critical to our continued success that each and every facilitator and co-facilitator be fully trained, understanding and accepting of the how and why our meetings are run. The role of facilitator and co-facilitator is a role that requires some skill and to navigate and lead meetings that can range in attendees one must be capable of moving the meeting along and making adjustment with out losing the effectiveness of our program and its design. We need the meetings to be safe and supportive and without the presence of any individual inside or outside the membership that is there to only seek personal gain and who is not embracing the Pay It Forward Model that was established day one and has been the backbone of our organizational culture. we are open to anyone but we know that only those who believe and practice pay it forward will have the success they so truly deserve. We want all members to fully accept the mission of the organization and be of the mindset to pay it forward and help others without looking for anything in return. We are very firm in our goal that all our meetings are lead following our agenda and that all facilitators make the effort to provide the same quality meetings that we have been know for. As our leaders tend to land quickly we need a constant flow of new members to be trained and willing to take on the role of facilitator at their local meetings. We like to have a roster of three co-facilitators at each meeting location to assist with the training process, to divide the volunteer work and to be always identifying members to take over when needed. It is not the intention for any one person to be the permanent leader of any NhN group and we expect the highest professional and ethical standards of our leaders in dealing with other members dealing with organizational leadership and presenting the organization in the highest of standards to all the people outside our organization. while it doesn't happen often it is the sole decision of the founder/president that should any leader not fulfill these expectations that they will be replaces with others who will.
Any form of solicitation of personal services, unprofessional or unethical actions by any facilitator, member or outsider will be grounds for swift removal from the organization and attendance at weekly meetings.
Any thoughts and suggestions as to how best to train this flow through organization please feel free to contact me.
1- People who set up and volunteer to lead are both possessing and demonstrating their leadership skills, this quality will separate them from the pack in this job search world. As we believe there is one job for every eight job seekers, you need this edge.
2- Facilitators and co-facilitators attend our meetings weekly and this is the best way to get the full value of all the help, feedback and out of the box suggestions that come from the Pay It Forward Culture.
3- The reward of helping people land jobs creates a feeling that is indescribable and knowing you had a hand in helping them, well it brings tears to my eyes. You have not only helped that individual but you have helped their full family, their community and any stakeholder who depend on them earning a living to be able to trickle it down into the economy. And you have helped them be restored to the respect they deserve. My hope is the Alumni of this great organization re-invest with all the people who are left behind when they land and continue to do whatever they can to help all.
It is critical to our continued success that each and every facilitator and co-facilitator be fully trained, understanding and accepting of the how and why our meetings are run. The role of facilitator and co-facilitator is a role that requires some skill and to navigate and lead meetings that can range in attendees one must be capable of moving the meeting along and making adjustment with out losing the effectiveness of our program and its design. We need the meetings to be safe and supportive and without the presence of any individual inside or outside the membership that is there to only seek personal gain and who is not embracing the Pay It Forward Model that was established day one and has been the backbone of our organizational culture. we are open to anyone but we know that only those who believe and practice pay it forward will have the success they so truly deserve. We want all members to fully accept the mission of the organization and be of the mindset to pay it forward and help others without looking for anything in return. We are very firm in our goal that all our meetings are lead following our agenda and that all facilitators make the effort to provide the same quality meetings that we have been know for. As our leaders tend to land quickly we need a constant flow of new members to be trained and willing to take on the role of facilitator at their local meetings. We like to have a roster of three co-facilitators at each meeting location to assist with the training process, to divide the volunteer work and to be always identifying members to take over when needed. It is not the intention for any one person to be the permanent leader of any NhN group and we expect the highest professional and ethical standards of our leaders in dealing with other members dealing with organizational leadership and presenting the organization in the highest of standards to all the people outside our organization. while it doesn't happen often it is the sole decision of the founder/president that should any leader not fulfill these expectations that they will be replaces with others who will.
Any form of solicitation of personal services, unprofessional or unethical actions by any facilitator, member or outsider will be grounds for swift removal from the organization and attendance at weekly meetings.
Any thoughts and suggestions as to how best to train this flow through organization please feel free to contact me.
NhN Facilitator Meetings :
July 14, 2012 - Northern NJ - IKEA Paramus - First Facilitator meeting.
Aug 21, 2012 - Central NJ - Conference call with John Fugazzie
Sept 22, 2012 - Northern NJ - IKEA Paramus
Nov 12, 2012 - Northern NJ - IKEA Paramus
Dec 5, 2012 - Central NJ - Monmouth County Library - John Fugazzie & Regional Leader William Joel
Dec 11 ,2012 - Boston MA - Skype session with John Fugazzie and Regional Boston leader John Spadaccini
Jan 12, 2013 - Northern NJ- IKEA/ meeting leader Don Sciolaro
Mar 6, 2013 - Boston MA - Skype session with John Fugazzie & John Spadaccini
May 29, 2013 - Boston MA - Skype session with John Fugazzie & John Spadaccini
Jun 1, 2013 - Northern NJ - IKEA/ meeting leaders Don Sciolaro
July 14, 2012 - Northern NJ - IKEA Paramus - First Facilitator meeting.
Aug 21, 2012 - Central NJ - Conference call with John Fugazzie
Sept 22, 2012 - Northern NJ - IKEA Paramus
Nov 12, 2012 - Northern NJ - IKEA Paramus
Dec 5, 2012 - Central NJ - Monmouth County Library - John Fugazzie & Regional Leader William Joel
Dec 11 ,2012 - Boston MA - Skype session with John Fugazzie and Regional Boston leader John Spadaccini
Jan 12, 2013 - Northern NJ- IKEA/ meeting leader Don Sciolaro
Mar 6, 2013 - Boston MA - Skype session with John Fugazzie & John Spadaccini
May 29, 2013 - Boston MA - Skype session with John Fugazzie & John Spadaccini
Jun 1, 2013 - Northern NJ - IKEA/ meeting leaders Don Sciolaro
New Jersey Self-Help Group Clearing House - Library of information for facilitators
The NJ Self-Help Group Clearing House has been a friend of NhN since our early days and is the primary resource we use to help educate or constant flow of facilitators and leaders. We work very closely with NJ Self-Help group who offers free seminars that are the core of our volunteer leader training programs
Here are a list of their seminars run by Barbara White that are well respected and have been attended by many of our volunteer facilitators:
Subject: RE: Training Sessions
The next three training sessions are:
5-11-13 Getting Most Out of Group Discussion - Mullica Hill (Gloucester County), 1-4pm
6-18-13 Starting an Effective Support Group - North Brunswick (Middlesex Cty), 6:30-8:30
7-23-13 Evening of Facilitation Tips & Techniques - Whippany (Morris County), 6-8:30pm
Here are a list of their seminars run by Barbara White that are well respected and have been attended by many of our volunteer facilitators:
Subject: RE: Training Sessions
The next three training sessions are:
5-11-13 Getting Most Out of Group Discussion - Mullica Hill (Gloucester County), 1-4pm
6-18-13 Starting an Effective Support Group - North Brunswick (Middlesex Cty), 6:30-8:30
7-23-13 Evening of Facilitation Tips & Techniques - Whippany (Morris County), 6-8:30pm
New Jersey Self-Help Group Clearinghouse
Presents a free workshop
How to Start an Effective Self-Help Support Group
WHEN: Tuesday, June 18, 2013, 6:30 pm–8:30 pm
WHERE: North Brunswick Library, 880 Hermann Road, North Brunswick, NJ 07470
The workshop is designed for anyone who is interested in starting, or who has recently started, a self-help group for any issue. The workshop will discuss ways to build a strong foundation on which the group can grow. It will cover:
· Why People Go to Groups: What is a self-help group and how do they benefit their members? Understanding the dynamics of support groups can help you to better meet the needs of the potential members.
· Nuts & Bolts of Starting a Group: Attendees will learn tools and strategies for defining the group focus, finding a meeting place, and running the first meeting.
· Sharing the Workload: This workshop will discuss how to develop a core group so your group uses “mutual aid self-help” techniques from the start.
· Publicity: This workshop will explore effective ways in which to find members using flyers, brochures, media, internet, community agencies, etc.
· How to Be a Telephone Contact Person The workshop will give you strategies on being an effective contact person for your group.
· Group Format: Groups come in all varieties--which format is right for your group? Find out how to develop a welcoming format and ground rules.
REGISTRATION:
To register, call the Clearinghouse at 1-800-367-6274 or 973-989-1122 or send an email to: bwhite@saintclares.org The workshop is free. Registration is limited to the first 15 people who contact us.
HOW THE CLEARINGHOUSE HELPS PERSONS TO START NEW GROUPS
The NJ Self-Help Group Clearinghouse offers free assistance to anyone who is interested in developing a self-help group for any stressful life situation, transition, medical or emotional problem, addiction—just about any issue which affects a person’s daily life. We offer:
Literature: We have a wide range of literature on starting and running groups, including general how-to’s as well as literature on starting specific types of groups.
Networking With Other Groups: The Clearinghouse can help you network with the same or similar groups in your area (or around the world) in order for you to gather ideas on starting and running groups.
Referrals from our Helpline: We can list you as a person interested in starting a group on our database so that we can refer any callers interested in helping you.
Training Workshops: The Clearinghouse offers free workshops on issues related to self-help which may be useful to those beginning groups, as well as to leaders of existing groups.
Phone Help: We offer free telephone consultation to persons starting groups as well as for existing group leaders. If you ever run into a problem or would like additional information, give us a call. We can help!
Presents a free workshop
How to Start an Effective Self-Help Support Group
WHEN: Tuesday, June 18, 2013, 6:30 pm–8:30 pm
WHERE: North Brunswick Library, 880 Hermann Road, North Brunswick, NJ 07470
The workshop is designed for anyone who is interested in starting, or who has recently started, a self-help group for any issue. The workshop will discuss ways to build a strong foundation on which the group can grow. It will cover:
· Why People Go to Groups: What is a self-help group and how do they benefit their members? Understanding the dynamics of support groups can help you to better meet the needs of the potential members.
· Nuts & Bolts of Starting a Group: Attendees will learn tools and strategies for defining the group focus, finding a meeting place, and running the first meeting.
· Sharing the Workload: This workshop will discuss how to develop a core group so your group uses “mutual aid self-help” techniques from the start.
· Publicity: This workshop will explore effective ways in which to find members using flyers, brochures, media, internet, community agencies, etc.
· How to Be a Telephone Contact Person The workshop will give you strategies on being an effective contact person for your group.
· Group Format: Groups come in all varieties--which format is right for your group? Find out how to develop a welcoming format and ground rules.
REGISTRATION:
To register, call the Clearinghouse at 1-800-367-6274 or 973-989-1122 or send an email to: bwhite@saintclares.org The workshop is free. Registration is limited to the first 15 people who contact us.
HOW THE CLEARINGHOUSE HELPS PERSONS TO START NEW GROUPS
The NJ Self-Help Group Clearinghouse offers free assistance to anyone who is interested in developing a self-help group for any stressful life situation, transition, medical or emotional problem, addiction—just about any issue which affects a person’s daily life. We offer:
Literature: We have a wide range of literature on starting and running groups, including general how-to’s as well as literature on starting specific types of groups.
Networking With Other Groups: The Clearinghouse can help you network with the same or similar groups in your area (or around the world) in order for you to gather ideas on starting and running groups.
Referrals from our Helpline: We can list you as a person interested in starting a group on our database so that we can refer any callers interested in helping you.
Training Workshops: The Clearinghouse offers free workshops on issues related to self-help which may be useful to those beginning groups, as well as to leaders of existing groups.
Phone Help: We offer free telephone consultation to persons starting groups as well as for existing group leaders. If you ever run into a problem or would like additional information, give us a call. We can help!
Please read all our documents, as a leader we need everyone to understand our program fully to be able to deliver it to our members.
Our group is a job search support and networking group and everything we do revolves around our mission. Our success has been due to the consistency and following of our meeting model every week and the willingness of all to pay it forward to each other.
Our group is a job search support and networking group and everything we do revolves around our mission. Our success has been due to the consistency and following of our meeting model every week and the willingness of all to pay it forward to each other.
| nhn_mission-goals-core-behavoirs-fugazzie-4-30-13.doc |
| nhn_weekly_meeting_agenda-fugazzie_2-4-13.doc |
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New Jersey New Member Kit
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All States Mew Member Kit
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Zip easy download NJ document
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| NhN Guest Speaker Guidlines |
| best-practices-facilitation-skills-for-nhn-support-group-leaders-9-11-12.doc |
| nhn-operations_manual_11-16-12.doc |
| federalvolunteerprotectionact1997.doc |
NhN Outreach Efforts
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Practice face to face interviewing with friends
Can have up to 3 people free
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Article on Leadership - Advice to CEO's
1. Your leaders reflect you – choose wisely As a company grows, the CEO cannot be everywhere at the same time. Leaders must carry the CEO’s message and passion deep into the organization — leaders who don’t hurt your culture.
You’re only as good as the leaders you have underneath you… You might think that because you’re projecting our values, then the rest of the company is experiencing the values. What you realize is that the direct supervisors become the most important influence on people in the company. Therefore, a big part of leading becomes your ability to pick and guide the right people…
I think the best way to undermine a company’s values is to put people in leadership positions who are not adhering to the values. Then it completely starts to fall flat until you take action and move those people out, and then everyone gets faith in the values again. It can be restored so quickly. You just see that people are happier.”
2. Be deliberate – don’t count on culture by osmosis Your values displayed on a plaque on the wall do nothing to help your employees understand what those values mean in their everyday work. Determine your values, then make them real by encouraging all employees to notice and appreciate their colleagues for demonstrating those values.
As we got bigger, we were expecting a lot of our people — that they could somehow just come in as new hires and through osmosis figure out what our values were. Wouldn’t it be better if we just told them? The values are here already, but let’s make it clear what they are, particularly because you want the new people who are also hiring to really know the values… Some companies’ values are really about what the company stands for. We took more of the approach of what we look for in our people.”
3. Evaluate, hire and fire based on your values Your values should guide positive actions such as recognition as much as negative actions such as removing those employees who consistently demonstrate they cannot live by your core values. These employees rapidly become toxic to the organization and just one can destroy a culture.
Another reason was that we had to fire a few people because they didn’t live up to the values. If we’re going to be doing that, it’s really important to be clear about what the values are. I think that some of the biggest ways we showed that we lived up to our values were when we made tough decisions about people, especially when it was a high performer who somehow really violated our values, and we took action. I think it made employees feel like, ‘Yeah, this company actually puts its money where its mouth is.’ … We also wanted to put in more of a formal procedure for reviews, and if we’re going to review people, let’s be clear about the criteria when we consider whether they are living up to the company culture.”
http://www.tlnt.com/2013/01/31/why-the-ceo-must-lead-a-companys-culture-and-values
You’re only as good as the leaders you have underneath you… You might think that because you’re projecting our values, then the rest of the company is experiencing the values. What you realize is that the direct supervisors become the most important influence on people in the company. Therefore, a big part of leading becomes your ability to pick and guide the right people…
I think the best way to undermine a company’s values is to put people in leadership positions who are not adhering to the values. Then it completely starts to fall flat until you take action and move those people out, and then everyone gets faith in the values again. It can be restored so quickly. You just see that people are happier.”
2. Be deliberate – don’t count on culture by osmosis Your values displayed on a plaque on the wall do nothing to help your employees understand what those values mean in their everyday work. Determine your values, then make them real by encouraging all employees to notice and appreciate their colleagues for demonstrating those values.
As we got bigger, we were expecting a lot of our people — that they could somehow just come in as new hires and through osmosis figure out what our values were. Wouldn’t it be better if we just told them? The values are here already, but let’s make it clear what they are, particularly because you want the new people who are also hiring to really know the values… Some companies’ values are really about what the company stands for. We took more of the approach of what we look for in our people.”
3. Evaluate, hire and fire based on your values Your values should guide positive actions such as recognition as much as negative actions such as removing those employees who consistently demonstrate they cannot live by your core values. These employees rapidly become toxic to the organization and just one can destroy a culture.
Another reason was that we had to fire a few people because they didn’t live up to the values. If we’re going to be doing that, it’s really important to be clear about what the values are. I think that some of the biggest ways we showed that we lived up to our values were when we made tough decisions about people, especially when it was a high performer who somehow really violated our values, and we took action. I think it made employees feel like, ‘Yeah, this company actually puts its money where its mouth is.’ … We also wanted to put in more of a formal procedure for reviews, and if we’re going to review people, let’s be clear about the criteria when we consider whether they are living up to the company culture.”
http://www.tlnt.com/2013/01/31/why-the-ceo-must-lead-a-companys-culture-and-values