LEADERSHIP DEVELOPMENT PROGRAM 2013-2015

ACTIVITY REFLECTIVE SUMMARY

ACTIVITY: R
ACTIVITY TOPIC:

Chair or Co-chair Employee Giving Campaign

PARTICIPANTS NAME: Chris Hainsworth

1. What were the significant learning points in this activity?

I co-chaired the 2014 Employee Giving Campaign at the Terry Campus held March
14-28, 2014 with Lisa Strusowski. This was my first opportunity to participate leading
such an event. We worked together to recruit an effective group of colleagues to
serve as team captains resulting in a successful campaign. With my current network
of colleagues at the Terry Campus, I was able to work with Lisa to build a group of
team captains who would be fully committed and able to encourage participation in
order to have a successful campaign.

During the planning and execution of this activity, I was called out of town for an
extended period of time to care for a family member. While out of town I participated
in coordinating this activity as much as I could remotely. I was placed in a position of
relying on my co-chair and team captains and accepting their help to move this
campaign forward. The campaign was successful with a 98.4% participation rate
raising $18,151.
I co-chaired the 2015 Employee Giving Campaign on the Terry Campus with JoAnn
Baker. We had 100% participation and raised approximately $18,700.

2. Which leadership characteristics was were enhanced or learned through this

activity?
(Leadership Characteristics 3, 5, 6, and 15)
Coordinating such a campaign on a relatively brief timeframe requires interpersonnal
and communication skills both to recruit team captains but also to keep people
enthusiastic to give because this campaign directly supports the students. This
experinece also reinforced to me the importance of building a strong team and then
trusting that team. I was in a position where I had no choice but to rely on my co-

chair and our team and accept the help that they offered me in order for the
campaign to be successful.
The success of the 2015 campaign was a result of our choosing captains who knew
people in their area and were personable. The participation rate was a direct result
of our re-approaching each person who had initially declined to participate in the
campaign and made a request personally.