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Supportive Tenets

Supportive Tenet 1: 

Developing effective leaders takes time and practice in the part of the participants 
1. An intensive leadership training course is only a start. 
2. Recidivism is human, natural, and expected. 
3. For the individual to adopt new behavior, to have it become internalized and natural. requires time and repetitive practice. 
4. After only one month, 90% of a group of teachers given intensive training on cooperative learning were using lecture as their primary mode of teaching. 

Supportive Tenet 2: 

To be a leader , one must be a member/participant in a group 
1. A person can only be a leader if he/she has the opportunity and ability to influence others.  
2. There are no generals without armies. 
3. Without an audience and without communication, there are no leaders.  
4. He who speaks first, the most often and with the most conviction usually gets his way, unless, of course, there is no one to hear him.

Supportive Tenet 3:  

Leaders should serve their constituents and each other 
1. The business man who does not serve his clients to their satisfaction soon finds himself without a thriving business. 
2. Henry Ford once stated late in his life that his greatest achievement was surrounding himself with people smarter than he and then giving them enough support so that they could do their jobs. 
3. Executives and generals make the big decisions, but it is the secretaries and sergeants who make the little decisions and who get things done. 
4. Smart leaders all know that to maintain their effectiveness, they need to provide themselves with support groups: family, church, clubs, retreats, etc.

Supportive Tenet 4: 

Leadership training must be ongoing, holistic, and hands-on 
1. One dimensional training will produce one dimensional leaders. We all recognize the need for a healthy body and a healthy brain, but so few also recognize the spiritual aspects to our human nature in leadership training. 
2. By spiritual, in the context of this program, we mean honesty, integrity, human kindness, service to others, sharing laughter and sorrow, friendships, and camaraderie. 
3. Small learning sessions over time are more effective at changing behavior patterns and developing skills than one long intensive session.  
4. Doing is learning. Maximum learning takes place within a learning environment which is audio, oral, visual, and kinesthetic.

Supportive Tenet 5: 

The training must be relevant and meaningful 
1. This means that the instructor needs to work from the known, from the comfortable, from the cultural milieu of the students towards those attitudes and skills which the student will need for success in this culture and society, areas in which student may not feel comfortable or secure. 
2. A survey of the student needs and attitudes might be appropriate before starting a leadership program at your institution. 
3. Leadership courses and programs should be designed within structured parameters, yet allow for lots of student input and decision making.

Supportive Tenet 6:  

Students must be offered outlets for them to put into practice what they have learned. 
1. Are there student centered organizations and programs in which the students can take ownership? 
2. Does your school have government, an interclub council, a tutorial program, or clubs? Here are just some of the myriad clubs that your school may offer the students so that they can interact across levels: Women's International, Sports, Christian Dance , Asian, Arts and Crafts, poetry, chess? 
3. Does your school have charitable activities such as food drives, support for the local child care center, blood drives, or park cleanup programs? 
4. Does your school have cultural events such as an international day, Halloween, Cinco de Mayo, Thanksgiving, or Tet celebrations where the students are actively involved?

Supportive Tenet 7:

A strong sense of "community" must be developed among and between the students (i.e. camaraderie). 
1. When students gain a strong sense of community with others, especially at school, they have better rates of attendance, retention and matriculation to the next levels. They also tend to have greater participation as volunteers and mentors. 
2. Most of our students are immigrants. They come form socioeconomic backgrounds where they had a strong sense of community. We need to help them rebuild that sense od "belonging" of they are to be truly productive citizens. 

Supportive Tenet 8: 

Networking skills and communication skills are essential leadership tools. 
1. It's not really so much "who you know" that is important but rather "who knows you." You may know the president of a major corporation, but if you called on the phone, would he/she know you? At any level and in any arena, the person with the most networks has the most access to resources. 
2. Without public speaking there would be no governments, no education, no religion, no military, and no functioning society. Democracy and the American way of life would come to a standstill without public speaking. 
3. The ability of a person's interpersonal communication skills determine whether he/she gets the job, can use effective lobbying techniques, and close or lose a deal, or can advance in his/her chosen career.

Supportive Tenet 9:  

All activities should be positive and promote self-affirmation and personal validation. 
1. Self-affirmation and personal validation components should be imbedded within every lesson, activity, or experience within a holistic student development program. 
2. Participants should know each other's names. Many instructors learn their students names within the first week of class and feel as if that's all that is necessary to promote their students self-esteem. What is 100% more effective toward building self-affirmation and personal validation is if every student know the names of every other student in the group. 
3. When a student knows the names of every other student in the class, he/she can sit anywhere in the class, increase his/her networks, have more interpersonal resources, and can more easily find those other students with like interests which, in turn, develops into much needed support groups.

Supportive Tenet 10: 

Attitude is a skill that can be learned, altered, and practiced. 
1. Ever wonder why some people have rotten attitudes toward others and toward life? Could the sum total of their life experiences be more negative that positive? The more positive, the more supportive, and the more productive a person's environment has a direct correlation to a person's outlook or attitude. They are interactive and can influence each other. 
2. A person's attitude, although possible, rarely changes with one event or one training session. Attitudes are usually set deeply with in each person's "life paradigm" which takes years to develop. To change people's negative attitudes to higher education, to leadership, to volunteerism, or to success takes time and participation in a wide range of attitudinal changing experiences. 

Creating the next generation of responsible Leaders in a democratic America.

Santa Ana College is accredited by the Accrediting Commission for Community and Junior Colleges, Western Association of Schools and Colleges, 10 Commercial Blvd., Suite 204, Novato, CA 94949, (415) 506-0234, an institutional accrediting body recognized by the Council for Higher Education Accreditation and the U.S. Department of Education. Additional information about accreditation, including the filing of complaints against member institutions, can be found at: