All tools.

• Ask them out loud. Providers are trained to answer them and most are relieved to be asked.
• If the answer to the second one has more than three parts, ask which one comes first.
• Write the answers down before you leave the room. Not after.

The card is not learned until you have handed it to someone who will use it — a parent, a grandparent, a younger sibling. That is also what the Healthy Living portfolio scores: the ability to explain a health decision to someone else.

• An over-the-counter medicine label. Find the dose for your age, the maximum in 24 hours, and the one thing it says not to take it with.
• A prescription label. Find how many, how often, with or without food, and the refill count.
• An appointment letter. Find the date, the place, what to bring, and what happens if you miss it.
• A vaccine information sheet. Find what it is for, the common side effects, and who to call.

Free, plain-language, from the National Library of Medicine, and citable. It is also the reference source for the Health Literacy Ambassador programme, so learning to reach for it does double work.

Do not repost. Do not argue in the comments. If it matters, take it to a chapter meeting as a Source Check example — that is a five-minute segment with no preparation.

RONR’s default sequence. A chapter may adopt its own, but this is what an unfamiliar chair should reach for.

• Reading and approval of minutes
• Reports of officers, boards and standing committees
• Reports of special committees
• Special orders — business previously scheduled for this meeting
• Unfinished business and general orders — anything carried over
• New business

The test asks purpose, not vocabulary. A move you can name but cannot place is not yet learned.

• A motion exists so the chapter debates one clear proposal rather than a topic.
• A second exists so one person cannot consume the meeting alone.
• Debate rules exist so the quietest member gets a turn before the loudest gets a second one.
• Amendment exists so a nearly-right proposal gets fixed instead of killed.
• Division exists so a close vote is counted rather than guessed.

The part that prevents most mistakes.

• A Local Chapter cannot change a competitive event rule or a state deadline. Ask; do not assume.
• The State Executive Council cannot change the DC HOSA Bylaws or Standing Rules on its own — those change by the process written into them.
• The International Executive Council does not write the event guidelines. HOSA Inc. does.
• DC HOSA can set an earlier deadline than International HOSA, and does — the DC internal ILC deadline is earlier than the international one so the State Advisor can review every submission while problems are still fixable.

Precision here is not pedantry; it is how you know which level you are talking to.

• International HOSA, never “national HOSA” or “nationals”.
• ILC — International Leadership Conference. There is no NLC.
• Chartered Association, not “state chapter”. Local Chapter, not “club”.
• State Executive Council or SEC, not “state board”.

Positive thinking about the outcome on its own reduces the energy to pursue it. Naming the obstacle, right after picturing the outcome, is what produces the plan. The if-then is what makes the plan fire without deciding in the moment.

SMART produces well-formed goals. This produces executed ones. If the chapter has a SMART worksheet, replace it with this.

Take your top two types and read across.

• Investigative → Health Science events and the Academic Testing Center. You like finding out.
• Social → Health Professions and the Leadership category. You like people and helping.
• Realistic → Emergency Preparedness and the skills-based events. You like doing with your hands.
• Enterprising → Teamwork events and the advocacy-shaped Leadership events. You like persuading and organising.
• Artistic → Health Career Photography, Public Service Announcement, the presentation-heavy events.
• Conventional → the Academic Testing Center, Medical Terminology, the events with a defined body of knowledge.

Once you have a category, the Study Hub has a tool for every event DC HOSA offers. This card gets you to the right shelf. It does not prepare you for the test — that is the Study Hub’s job, and it stays there.

• The Student Leadership Competencies Inventory is free, has a shortened youth version, and takes about twenty minutes.
• Results are not stored. Print or screenshot them before closing the page — you will need them in April.
• A separate free 360 evaluation measures the behaviour dimension — what others see you do. That one comes later.

Nothing, yet. The point of this card is the vocabulary. The next card picks two.

The eight clusters sit cleanly under BUILD, EMPOWER, ADVANCE and CONNECT. That gives every card in this Hub and every module in the Advisor Development Program a common language.

• Not placing at a competition — "I'm just not talented" versus "what specifically can I work on before the next one?"
• When feedback stings — hearing "you're not good enough" versus hearing a specific path to better.
• When someone else succeeds — feeling threatened versus getting curious about how they got there.

After a win, the So What is usually ‘what specifically made that work, so I can do it on purpose’. After a loss, the So What is usually ‘what was in my control’. The Now What is the same either way — one change, one date.

Every clinical role debriefs. Surgery does it after every case; emergency medicine after every shift. The habit you build here on a competition result is the one you will use on a patient outcome.

Calibrate the task just above where someone currently is. Too easy and they drift; too hard and they shut down.

• Stretch assignments for members who have mastered their current role — with the support said out loud.
• Break big tasks down for new members. Small wins are what build the base.
• Name specific growth in public: "I want everyone to know how that was handled this week — that was not easy, and it was excellent."

Members who feel they belong show up, contribute, and recruit. Members who do not quietly disappear.

• Learn every member's name and one specific thing about them within three meetings.
• Connect members to each other, not only to you: "Have you met — you two should talk about this."
• Make the mission concrete: name the ward, the event, the people reached. Specificity beats abstraction.
• Missing two consecutive meetings with no contact is a belonging signal, not an attendance one. Reach out personally within 48 hours.

• Ask the question everyone is thinking. The first person to say ‘I don’t understand the plan’ makes it possible for the next four.
• Report your own mistake before it is found. Early and plainly. ‘I dropped this, here is where it stands.’
• When someone else does either of those, respond to the content and not to the courage. Treat it as normal, because it should be.

There is a seven-item scale, free and short. Officers run it in October and again in March and report the team average — never individual answers. If the number is low, the fix is in what the officers do, not in the members.

The person leading facilitates rather than evaluates. Ask questions, name what you observed, and hold back recommendations until after the group has done its own analysis.

• Response time. If the group chat expects a reply within a day, a reply within a day. Silence reads as absence.
• Commitments. If you say you will do a thing, it happens or you say early that it will not. Late is recoverable; silent is not.
• Disagreement. Raise it to the person, in the way the charter says, not around them.
• Showing up. Two meetings missed without a word is a signal to the officers whether you mean it as one or not.

A chapter that keeps these is one where you get a real task with a real deadline by your third meeting — because you have shown you will do it. That is the trade.

Every ‘ask’ line is a question about the person’s experience. Every ‘not’ line is an instruction to stop having it. That is the whole difference, and it is enough.

• Deep breathing to reach calm — works slowly, and you do not have slowly.
• ‘Picture the audience in their underwear’ and the rest of the folklore.
• The old build’s speaker model, which listed preparation, past success, self-esteem and support as the sources of confidence. All true, none of them available in the sixty seconds before a competitive event room. This is.

Reappraisal is for the moment. Graduated exposure is for the year — the Speaking Ladder is the exposure schedule.

Because it is a cognitive-load claim, not a design opinion. The listener has one channel for words and one for pictures; overload either and nothing gets through. That is a mechanism a health science student accepts.

Each principle maps to a criterion on the presentation rating sheets — organisation, visual aids, delivery. Practice for the chapter and preparation for the event are the same activity.

Deliberate practice is targeted repetition against a specific standard with feedback, not general effort. A member told ‘be more confident’ has nothing to practise. A member told ‘no filler in the first sentence’ can hear on the recording whether they did it.

Rungs 1 and 2 are real business at real chapter meetings — the Five Moves and the committee report are already on the agenda. Rung 3 is a Health Literacy Ambassador Level 1 presentation. Rung 4 is the mock before SLC.

• Complete the virtual escape-room module — MedlinePlus-based puzzles. Members may work in a small group, but each needs their own computer and submits for their own certificate.
• Complete one of five projects using MedlinePlus: posters for a physician’s office · an article for the Chartered Association newsletter · materials for a career, senior, clinic or hospital fair · patient handouts for professionals or employers · educational tips shared with others.
• Present the project to peers. Upload the presentation and supporting documents as one combined PDF — new for 2026–27; the old activity-tracking system is no longer used.

The friction is invisible from outside and decisive inside a DC classroom.

• Certificates are emailed, and many school email systems block external senders. Every participant needs a working personal email address before starting. Some will not have one — find out first.
• Level 1 needs a laptop or Chromebook. It switches between two sites; a phone will not work.
• Level 2 needs guest sign-in and one computer per member, even in a group.
• Run Level 1 as a whole-chapter session in a booked computer lab, not as homework. This single decision is the highest-leverage one in the whole programme.

Activities from 1 June 2026 to 15 May 2027 count for international recognition. DC HOSA sets its own deadline and recognition method for Chartered Association recognition — until that is published, members default to the international window.

Behaviour or capacity, never body size.

• ‘Drink water instead of soda at lunch, every school day.’
• ‘Run a mile without stopping by March.’
• ‘Sleep before 11 on school nights, four nights a week.’
• ‘Ten minutes of the breathing practice before every test.’

• As a behaviour-change and self-advocacy event.
• Never with before-and-after framing, body imagery, or language that ranks bodies.
• The goal window opened 1 July 2026 and runs to 15 May 2027 — members are already inside it.

• Level 2 Ambassador projects need a place — a physician’s office, a fair, a clinic. The map is the venue list.
• The advocacy Audience element: a chapter that wants to be heard needs to know who is already listening in the ward.
• Partnerships that outlive this year’s officers, because the map is written down.

Nothing the chapter produces goes out until it has been scored. Not as bureaucracy — as the one discipline that improves everything the chapter already makes without adding a single new activity.

• Score it yourself first. Then have someone who did not make it score it. The gap between the two numbers is the finding.
• Anything under the threshold you set gets one more pass. Usually the fix is cutting words and adding one sentence that starts with a verb.
• Keep the scores. Six months in, the chapter can see whether its materials are getting better.

• Not ‘do you understand?’ — everyone says yes.
• ‘I want to make sure I explained that well. Can you tell me how you would describe it to someone else?’
• If they cannot, the explanation failed, not the listener.

Plan, do, study, act. Pick the lowest score. Decide one change. Make it. Score again. That is the whole cycle, and the second run is what turns a score into evidence.

The federal toolkit this adapts is publicly available and may be reproduced without permission in the United States for non-commercial use. DC HOSA can reprint the relevant tools into chapter material directly rather than paraphrasing. Keep the AHRQ citation intact when you do.

How the chair opens sets the whole meeting. Research on workplace meetings finds the chair’s opening behaviour has a disproportionate effect on what follows.

• Start at the stated time, even if the room is half full. The people who are on time are the ones you are rewarding.
• State quorum, state the end time, state what the meeting must decide today.
• Say one specific thing that went well since the last meeting, with a name attached.

A visible list for things raised that are not today’s question. Revisited before adjournment, never silently dropped.

• Write it where everyone can see it, not in the chair’s notes.
• In the last three minutes, read it aloud and assign each item to a date or a person.
• An item parked three meetings running is a decision the chapter is avoiding. Name that.

Lives beside the minutes. Date, decision, who decided, why, and the date it should be revisited.

• “14 Oct — February fundraiser is a bake sale, not a fun run. Officer team. Fun run needs a permit we cannot get by then. Revisit 1 Dec.”
• Anyone can search it. Nobody has to read a whole meeting’s minutes to find out why the chapter stopped doing something in 2024.
• The revisit date is what makes it a log rather than a list. A decision with no revisit date is a decision the chapter will relitigate.

The Organizational Leadership test asks purpose. So does real life.

• Amend — the proposal is nearly right. Fix it rather than kill it.
• Refer to committee — the chapter does not have enough information to decide today. Send it to people who will get the information.
• Postpone to a certain time — the chapter has the information but not the right people or moment. Name the meeting it comes back to.
• Previous Question — everyone has been heard and the debate is now repeating. Requires two-thirds, because ending debate early is a serious thing to do to a minority.
• Postpone Indefinitely — dispose of a motion the chapter does not want to vote on directly. The polite kill.

At the top of each officer meeting, four questions on the material from two months ago. Not last month. Two months. That gap is the intervention.

From each anchor, count back.

• Event selection → two weeks before registration closes, so there is time to fix a mismatch.
• Practice runway → at least eight weeks before the testing window opens. That means a December start, not a January one.
• Recruitment push → before affiliation, because affiliation numbers set what the chapter can enter.
• Fundraising → autumn, and hold the reserve for the one genuinely large cost, which is ILC travel. Raise in autumn, allocate in March.
• Every chapter event → four weeks out, one week out, day of, forty-eight hours after. The four-phase checklist lives on the printed sheet.

Post it once. Enforce it by the chair’s behaviour, not by announcement.

• Self-view hidden.
• Speaker view for groups above eight.
• Forty-five minutes, hard stop.
• Camera-optional windows named in the agenda, not granted ad hoc.
• Audio-only for discussion blocks.
• Chair calls on people by name.

• More types of participation went with greater academic motivation and engagement, better grades, higher career self-efficacy, and stronger college aspirations.
• Of the four elements, competition showed the most positive effects.
• And: the CTSO students in the study started the year ahead of the comparison group and gained less across it. This Hub does not cite the study as proof that HOSA causes achievement. It supports a breadth recommendation and nothing more.

A chapter that only competes loses the members who did not place. A chapter with all four quadrants gives every member a place to be good at something.

The Guide is a DC HOSA resource distributed through affiliate communications and the State Executive Council. Ask your advisor or the VP Public Relations for the current link.

• What does an ordinary day actually look like?
• What did you not expect about this work?
• What would you tell a student who is choosing between this and something adjacent?
• What is the training path, really, and where do people get stuck?
• Who else should I talk to?
• Is there anything I could read or watch that would help me understand this better?

A thank-you, three sentences, naming one thing they said that changed how you see the field. That note is what makes the second conversation possible.

Each competency becomes a WOOP card — the obstacle line is what keeps it alive past October.

The free 360 evaluation. Two or three people who watched you all year score the behaviour dimension. Compare to September. That is the year’s development, in a number.

• Task → structured debate. Put both positions on the board, give each side two minutes uninterrupted, vote or decide by the rule in the charter.
• Process → charter amendment. The conflict is a missing rule. Write the rule; the conflict usually dissolves.
• Relationship → a private conversation between the two people, or with the chair as a third. Not the group chat, not the meeting. Ever.

Most relationship complaints have a task or process complaint underneath. ‘She never listens’ is often ‘she made a decision the charter says we make together’. Find the underneath and treat that.

For every stage, write the cost in time, money, social risk and what the member gives up to be there. Most chapters have never written that column. When they do, the fix is nearly always logistics, not messaging.

Onboarding is the second and third stage done deliberately. One named action per week — a greeting by name at meeting one; a real task by meeting three; a question about what they want from HOSA before week four, with a promise about how the answer will be used.

Do not add advice unless asked. The three parts are the feedback; the next step is theirs to propose. If they ask, offer one thing, not five.

The same three parts deliver praise that is worth something. ‘At the health fair, you stayed with the grandmother who was frightened by her results, and she left with a plan. That is the whole reason we were there.’

• Rung one makes the invisible decisions visible.
• Rung two catches the misunderstanding before it becomes a habit.
• Rung three is the hard one for the officer — the silence is the teaching.
• Rung four is the only rung that counts as delegation. The first three are training.

The old build carried a matrix that matched a leadership ‘style’ to a member’s readiness. That model is widely taught and has weak evidence for the prescribed matching. Retired. The four rungs are simpler, and they work.

The last field of the charter is the exact wording one officer uses to raise a missed commitment with another. Agreed in advance, it is usable. Improvised in the moment, it is a conflict. See Hold a Peer Accountable.

The seven-item psychological safety scale goes out in October and March. The charter names who sends it and states that only the team average is reported.

A report informs — here is what happened. A recommendation asks the body to act. The chair needs to know which one is coming, because only the second one gets a motion. Say which it is in the first five words.

One shape, when the meeting needs to understand a situation before it can decide: the situation as it was, the complication that changed it, the question that raises, and your answer. Four sentences. It is the only narrative structure this Hub teaches, because one is enough.

Anything that is patient education — a flyer, a handout, a poster — gets the PEMAT score from Community as well. Plain language is the writing; PEMAT is the check.

State staff and the SEC can adopt the federal plain-language guidance as a house standard in one meeting. A Chartered Association that asks chapters to communicate clearly should be able to show it does.

The five questions from The Health-Literate Chapter, applied to DC HOSA itself.

• The website. Can a parent new to CTSOs work out what HOSA is and what it costs in under two minutes?
• Advisor communications. Score the last three emails on the PEMAT sheet.
• Conference materials. Is there a next step someone can take, or does it end at information?
• Family-facing content. In which languages?
• Recognition programmes. Can a member find out how to qualify without asking someone?

Federal plain-language guidance exists and is free. Adopting it as a house standard for affiliate communication is a decision the SEC and state staff can make in one meeting, and it costs nothing.

International HOSA awards no medals for Ambassador. The Chartered Association recognition carries all the motivational weight, and the State Advisor sets it.

• Tie Ambassador participation to the Standards of Excellence ladder — Emerging, Established, Elite — as one of the criteria that moves a chapter up a tier. That gives the ladder a behaviour to reward.
• Recognise at SLC, by chapter name. A named cohort in affiliate communications. A banner.
• Publish the DC deadline and the recognition method before launch. Until they exist, chapters default to the international window and the campaign has no forcing date.

An affiliate-wide dataset: lowest audit scores by chapter, PEMAT scores before and after, Ambassador participation rates. That is something evidence-based to say about the affiliate at the end of the year.

Determinants, not behaviour. The question is never ‘what are people in that ward doing wrong’.

• Where are the providers, the pharmacies, the grocery stores, the clinics — and how long does it take to reach them without a car?
• What does housing, income, and school quality look like, and how long has it looked that way?
• Which past decisions — zoning, transit, hospital closures, where a clinic was built — shaped the current map?
• Which of those is a decision someone could still make differently?

A chapter cannot fix a determinant. It can pick one, in one ward, and act on it — a health fair placed where the map says it is needed, a One-Page Ask to the Council about one specific gap, a partnership with the one organisation already working on it.

DC HOSA runs several things differently from the international model and from its own Standing Rules as currently written — competition delivery, the ILC internal deadline, several calendar dates, the Standards of Excellence deadline. Those divergences are settled decisions within the State Advisor’s authority, and they are on the list to be written into the Standing Rules. Until they are, an officer reading only the Standing Rules will be wrong about the calendar.

• Read the current Calendar of Events alongside the Standing Rules, not instead of them.
• If a rule and the calendar disagree, ask the State Advisor which is current. Do not pick.
• When you find one, log it — that list is how the amendment gets written.

Detect the error and examine the assumption that produced it. Slower, and it removes the category.

• A chapter misses the registration deadline → ask why chapters keep missing this particular deadline. The form is confusing, or the date collides with a predictable school event. Fix the form or move the date. Solved, for everyone, permanently.

The third time the same type of issue arrives from a different chapter, stop fixing instances. That is the signal. Log every issue resolved; the log is what makes the third time visible.

• Week one — the early adopters get the ask, concentrated support, and a named SEC contact.
• Weeks two to three — their early result is made visible to everyone else. Specifically: ‘this chapter is already doing it, and here is what happened’.
• Then the wider rollout, which now carries social proof. The remaining chapters adopt faster because someone else has taken the risk.
• Ongoing — recognition for every chapter that engages, in public and by name of chapter.

Before any affiliate-wide message, sort chapters into strong, developing, and strained relationships. A blanket email works for the first and fails for the other two — those need a call, and sometimes they need state staff to bridge before an SEC ask will land.

One row per candidate, one column per criterion, a mark and a line of evidence in each cell. The evidence line is what stops the mark from being a feeling.

• Score from the resume and video before the Meet the Candidates Breakfast.
• Adjust after meeting them, and write down what changed your mind. If nothing did, the criteria worked.
• A delegation that shares a rubric can caucus in ten minutes instead of an hour.

A delegate votes for the Chartered Association, not for themselves. The rubric is what makes that real — it is the delegation’s judgement written down, applied by one person at the ballot.

The 2026–27 positions. Titles are set in the DC HOSA Bylaws.

• President — chairs the SEC, represents the affiliate, holds the portfolio charters together.
• President-Elect — succession; shadows the President and takes the office the following year.
• Vice President of Membership — chapter growth, retention, the affiliation push.
• Vice President of Community Outreach — partners, service, the community-facing calendar.
• Vice President of Public Relations — affiliate communications, the newsletter, the health literacy column.
• Vice President of Middle School Development — the MS division and its pipeline into secondary chapters.

Elected at ILC by the voting delegates. The exact set of offices and regional structure is published at hosa.org and should be confirmed there each year rather than copied from this card.

• President and President-Elect — the same succession pattern as DC.
• Vice Presidents by region and by division — representation of Chartered Associations and of the postsecondary/collegiate membership.
• What they do: represent members, run the ILC business session, serve on committees. What they do not do: write the competitive event guidelines or the Bylaws.

• Adjourn outranks everything because a body that has to leave cannot keep debating.
• Previous Question outranks Amend because ‘stop talking and vote’ is a more urgent question than ‘change a word’.
• Postpone Indefinitely is the lowest subsidiary because it is the least urgent thing you can do to a motion — decline to decide it.
• Incidental motions — point of order, appeal, division, parliamentary inquiry — have no rank. They arise from whatever is happening and are decided immediately.

A main motion is pending. Someone moves to amend. Someone else moves the previous question. Amend is pending; previous question outranks it, so it is in order and is voted first. If it passes, debate ends on the amendment and the chapter votes the amendment, then the main motion.

The State Advisor receives the Voting Delegate Packet from HOSA Headquarters about sixty days before ILC.

• Read the packet, all of it.
• Read every International Executive Council candidate’s resume and watch their videos on hosa.org.
• Complete the Candidate Evaluation Rubric before the conference, so you meet candidates with criteria already written.

Five things, in order.

• Voting Delegate Orientation.
• Meet the Candidates Breakfast.
• Chartered Association Caucus — optional, and this is where the delegation decides whether it votes as a block.
• Business Session — the vote.
• Recognition Session — ribbon, certificate and pin.

Report back to the Chartered Association on how the delegation voted and why. A delegate who does not report has not finished the job.

Which single resource, if added, would change the ratio most? Not three. One. The answer becomes the ask — to a department chair, to the SEC, to the State Advisor — and the Internal Advocacy Pack is how you make it.

If you want to name where the strain is, there are six: workload, control, reward, community, fairness, values. Naming the dimension is the first step. It is not the fix — the fix is the resource.

Wherever possible the incoming officer sits beside the outgoing one for the last month — in meetings, watching decisions, asking in real time. Reconstructing context after the fact is what the packet is for; it is never as good as having been there.

The same format applied to the roles that persist — vendor relationships, OSSE contacts, form IDs, repositories, credentials, what is on autopilot and what is not. It is the affiliate’s largest continuity risk, and the one nobody writes down because the people holding it have not left yet.

• Low direction → a goal-setting problem. Write the one sentence.
• Low structure → a roles-and-meetings problem. Charter and agenda.
• Low context → an advocacy problem. The Internal Advocacy Pack goes to an administrator.
• Low coaching → an advisor problem, or a state-staff one.
• Low ‘real team’ → the roster is the problem. Who is actually on this?

Forming, storming, norming, performing is universally taught and has never held up as a sequence teams pass through. Keep the four words as vocabulary if they help. Do not diagnose a chapter with them.

• Which restraining force is easiest to reduce? Usually process friction — the form, the timing, the instructions.
• Which driving force is most worth strengthening? Usually visibility of early adopters.
• Do one of each. Not everything.

Run it before the January reset on the change the team most needs to make in the second half. Run it before any statewide initiative, as the first page of the launch plan.

Because it was agreed. The person raising it is doing what the team decided, not making a personal accusation. The person receiving it heard the words in September and signed them.

The charter also says what happens the second time. Usually: the task moves to someone else, stated in the meeting, without discussion. That is not punishment. It is what the team agreed.

• Re-score the Five Conditions. Compare to September.
• Re-read the charter. Amend what has not held.
• Each officer writes a midpoint memo: what I said I would do, what has happened, what I am changing for the second half. One page.
• Re-derive the calendar from the second peak — the offsite Round Two dates and SLC.
• One decision the team has been avoiding, decided.

This is the defensible reason for a mid-year retreat. Not a reward, not a bonding exercise — the point in the year when the council is most able to change course.

Audience. A campaign with Space and Voice and no Audience is an assembly. DC has something most affiliates lack: a city council whose committees accept public testimony, including from young people. That is an Audience with a calendar.

See Testify. The ask is what you put in front of the Audience once you have found one.

• Agree a partnership, sponsorship, or any arrangement with money or the DC HOSA name in it.
• Quote a figure you have not seen published — membership, chapters, budget.
• Respond to media on behalf of the affiliate.
• Sign anything.
• Commit a chapter to anything. Chapters commit themselves.

‘That is a great question and it is not mine to answer — I will take it to the State Advisor and you will hear back by [date].’ Said with confidence, it reads as competence, not as weakness.

• Check the hearing notice for the witness time limit and the sign-up method. Follow both exactly.
• Read the One-Page Ask aloud. It fits. Submit the written version for the record.
• Say who you represent, and what you are and are not authorised to commit. See Speak for the Affiliate.
• Say ‘I am excited’ in the corridor first.

Report back to the chapter and the SEC — what was said, what the committee asked, what happens next. That closes the Influence box.