I think my principal weakness or shortcoming, is that I tend to take a lot of responsibility for myself in terms of tasks and things like that. So I’m not the best delegator in terms of giving everyone tasks that will help us achieve our goals. So, in that sense, I think what I’ve been working on is trying to delegate more and being able to trust people more with the things that we need to do in order to succeed because obviously, if I do it all myself then I don’t think we’re reaching our full potential because I think it’s super important to like value other people’s work and feedback. So in terms of overcoming that, I think, just remembering that I have a team to work with. And I have a team that I can trust to do with things and we should be able to have an open space to provide each other feedback and make everything more of a collaborative effort and kind of instill the perspective that everyone here is working together for the same vision and same goals. So if you ever like if anyone ever needs any help with their tasks, or if I need help with my tasks, I’m building that collaborative and safe space environment for us to be comfortable to kind of ask each other for help.

I think the most recent situation which just happened is…like a conflict between the committee I was leading and kind of like the execs that were overseeing us. I think…it was basically kind of the work we were doing as a committee wasn’t being done as efficiently into the best quality as was expected. And I think looking back on that a lot of that was obviously like a problem that was faced across the whole committee, and including myself and that, like I said, with my principal weaknesses in that it was like I was taking on a lot. And not really like I’m delegating it as efficiently as I should have and it came to the point where my committee wasn’t happy with Execs and Execs weren’t happy with my committee. So basically, what we did was kind of we had a call with, kind of everyone could kind of like discuss where we’re thinking differently and how we’re like, kind of just trying to get both sides of the story so that we can come to an understanding between both of the groups. And it kind of just led to us kind of re-evaluate our work personally reevaluating what we needed from each other as well as kind of re-evaluating the timeline so that we can like ensure more successful and efficient work and kind of putting a reset on trying to like put all like our resolve our conflicts and kind of resolve like any negative feelings we had with each other so that we can move forward and continue putting something together that we’re proud of. In terms of how I prefer to give feedback and criticism. I personally prefer to, I think, give it directly and kind of be able to like have time to kind of take it in as well as to have like that conversation where both sides of the party are kind of addressing concerns on both sides. So basically just making sure it’s an effective conversation and not just one person consistently. This not one person being like, these are all the problems I have. And then not enough that the problem is being addressed. So I think I’m working to like, I prefer to work to address problems and try to figure out how we can solve it instead of just saying my problems and kind of letting them go like unaddressed.

UVSASE pillars are unity, leadership, culture and development and advancement. I think our strongest pillar would be the leadership aspect because most of our events like SELC and Element have a strong emphasis on providing programming that is meant to effectively build a person’s personal leadership skills, whether it’s more teamwork based and communicative based like at SELC, or whether it’s more personal development, taking workshops, listening to keynotes kind of getting those hard skills at Element. I think we’re really strong in that as well as providing a wide variety of different staff positions for people to sign up and apply for and possibly go through kind of like an interview process and continually honing like those skills and I think people really benefit from what we have to offer there. In terms of our weakest pillar, I think it’s culture. I think we can do a lot more beyond providing space where people have the same background and culture can kind of connect with each other. I think we’ve kind of lost that sense outside of culture being our kind of connecting factor and like doing like a mini culture show at Element. And to kind of build upon that cultural aspect I think where we can really implement it is our initiatives outside of our standard events like SELC, Element, and Olympics, I think we can we have the manpower and team to coordinate activities like bringing, like we can do like online cooking workshops or videos that are edited by Media or that have like star and like Eboard member. We could even have in the different states we can have., we can try to help vs as organized like things like a fan dance workshop or just kind of putting injecting more culture into what we’re doing, whether it’s featuring it on social media, doing those in person events and kind of just or highlighting like Vietnamese restaurants in different states. I think we can really do a lot more and I want to challenge the next Eboard, set of directors, staff to think beyond outside of the events we’re planning and see what we can do year-round.

Yeah, for sure. I think we have something that has kind of been on everyone’s mind for this organization, VSA in general, like our biggest obstacle now is for an organization that focuses and relies so much on that in-person connection. How do we kind of get through this state of quarantine, social distancing and stuff and continue to have like everyone engaged and continue like their passion? And for me, I think we’ve seen a lot of virtual events happening and things like our virtual game day and people are doing like virtual movie nights and things like that. And I think we can kind of take the parts of SELC or Element, things that we would normally do in person and try to figure out a way that we can kind of do it virtually through our channel. So whether it’s kind of figuring out how to put together the SELC family system but have it virtual just so that people have like, people that want to can be sorted into families to kind of talk to throughout like this quarantine and continue that connection can do that have different challenges for them. It doesn’t have to be like anything, one weekend or whatever, but it can kind of be like a continued thing throughout the next couple months.

Same with kind of workshops and things like that trying to figure out like ways that we can implement those workshops and resources in an online setting, whether it’s having like online workshops or webinars that people can sign up or just releasing like resources that people can read through, or kind of putting together presentations and stuff that we can send to VSA presidents, if they want to do it with their schools, instead of over the whole region. We can do that too. But I think there’s a lot of ways to kind of put stuff together virtually and kind of continue to have that momentum until we can actually have a physical event whether that first physical event is going to be Element next summer is could be totally doable, and we continue planning for that, but just it’s gonna push everyone’s creativity to see how we can continue to keep people involved and keep people engaged in SE.

I think for both Eboard of directors, you kind of had to start the same way and that you have to start by reaching out to that individual. Kind of see what’s up how they’re doing with their life as well as kind of like see how they feel about the work they’re putting out and kind of see where their perspective is and then build upon that communication with like, what we’ve been observing as as Exec Board and kind of seeing where try to figure out what the director like where the problem is lying, whether it’s like they’re maybe they’re assigning work to their committee and the committee is not exactly on top of things. So it’s reflecting on them, or whether they’re super burnt out and are struggling to kind of keep up with everything, trying to see like, especially if it’s like the first talk you’re having with them. See where you can kind of figure out a plan with them on how to kind of support them and help them in completing their roles and tasks. If it’s a continued problem, and you kind of see like, they’re really not in it anymore, and you kind of have to start bringing up like, is this something you still want to do and have that conversation and kind of see where they’re at and re-evaluate what you both need from each other. And if they ultimately choose to step down, then we move forward from there and kind of either Eboard takes over that committee, or just try to find the best solution for both sides of the party because everyone is obviously going through something different. So just seeing what is the best steps for both that individual as well as the organization. And if it’s a fellow Exec Board member, I think you just dive deeper into that conversation. And kind of, we have to start asking, like, what is your priority in the organization? What, what is the priority for you right now in your life? And is this something you can continue, or you want to keep doing? And I think, especially with a Eboard member, I think having those constant talks and costly checkups amongst all of Eboard is going to be super important, especially since the term is like two years. So I’m

just being cognizant of where everyone’s mental state is at as well as what they’re capacity to do the job is.

I think if it’s a hard deadline, like it’s something that if it’s not done by that deadline, then it’s going to negatively impact whatever event we’re planning for, then I think at that point we would: One, obviously bring up the problem to like both of the parties and kind of see, like, if there’s a solution we can kind of come up with in that short term, like, where that that will allow them to finish and complete that deadline. And then after they’ve finished that deadline kind of re-evaluate like

what their feelings are, and kind of that’s when you kind of talk to them. But if it’s like, really, really bad, and like, they just cannot work together, assigning that tasks to like different Eboard members or having a different Eboard member work with one of them to continue and complete that project while we have to like, complete that project. And then you kind of have to discuss with the board as a whole kind of like why they’re not getting along and having that open discussion and try to facilitate communication that will get them to a place where they can work together. It’s not creating such a negative environment. If it can’t be resolved amongst eboard, and like people, even start to take sides or something, then that’s when you probably need to bring in like a third party to facilitate a discussion amongst everyone to kind of figure out what are the next steps and how we can kind of work together to find a compromise or find a new plan to kind of have everyone be back on the same page. But yeah, so I think prioritizing the work That needs to be done. And then start working through those personal issues intention that can hopefully be resolved amongst Eboard or after a conversation with like a third party.

First personally, I would sit them down, see where their head is kind of at and kind of talk or listen, one, listen to them first. And then, obviously, I think we contact who we need to contact so maybe like another person on Eboard or let the Logistics Director because I’m pretty sure Logistics usually does have like an emergency action plan and this could be like one of the scenarios under it, and you kind of talk to whoever the victim is and see whether or not they want to kind of like pursue pressing charges and things like that, opening a case. I think it’s just important to listen to see what that individual wants to do, as well as kind of and then following that, kind of isolate the other individual and kind of see. One you’d probably have to according to the waiver, we would have to like remove them from the event I think and kind of so dismissed that accused murderer from the rest of the conference or camp or whatever, according to the waiver they signed and then kind of continue on with, like an internal investigation to see by following up with like both parties, making sure the like, whoever the victim is feel supported and understand what they’re like rights are in terms of what happened, and what their options are, whether they want to pursue charges or not. That’s up to them.

But it’s also important to keep in contact with the other party so that it’s not completely like a dead end. But definitely have like that internal investigation and listen to what the victim wants to do and kind of let that case play out and monitor any progression. In case like, it turns into, especially with liability for PR in case like someone puts it in social media, we want to make sure we’ve handled it in the appropriate manner. And whether that’s ultimately like blasted, kind of banning that other person from all further events. Or if like the victim wanted to press formal charges, then let the proper authorities take care of that as well. But yeah.