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Says the writer:

"Where Rennebohm has really shone is the
big project the University of Wisconsin has
had the past five years in selling its 600-acre
hill farm area in Madison's far west side for
real estate development purposes.

"Rennebohm was one of the foremost ex-
ponents in urging the UW do the redeveloping
itself. As a result, the UW will end up getting
about three times the amount it might have
netted.

"As a UW official has noted, the UW re-
ceived an offer of $1,100,000 to sell the 600-
acre site in one piece. But by doing the sub-
dividing itself, the University will get about
three million dollars.

"The amount of time put in by Rennebohm
on this project — for free to the state — would
be the equivalent of a full-time job, UW au-
thorities say."

Conrad in Nebraska

Robert Conrad, Nebraska, '46, is running
for governor in Nebraska — a state which until
recently had a Sig Ep governor — Victor An-
derson, '22. A Democrat, Conrad may run
against Anderson, a Republican, who has not
yet announced his plans.

Belton in Oregon

In the state of Oregon, Howard Belton,
Oregon State, '15, has moved up in the politi-
cal hierarchy without throwing his hat into
any ring. Governor Mark Hatfield, a member
of Beta Theta Pi, recently appointed him state
treasurer. He had, at the age of 65, retired
from active public life.

Perhaps no one in the state is better known
than Howard Belton, who has had a long
career in public service. He served one term
in the House of Representatives, then went to
the Senate, where he served for 20 years. He
was president of the Senate in 1945 and act-
ing Governor during that term many times.
In several Senate sessions he was chairman
of the Ways and Means Committee.




^ SECOND GENERATION ^

IT IS not very often that a son joins the
same fraternity as his father, and even less
often that such an occurrence happens at the
same college. But on March 1, John David
Meade, Jr., was initiated into the brother-
hood. Thirty-one years earlier, in 1929, John
David Meade, Sr., was initiated into the
brotherhood. Mr, Meade, Sr., is the super-
intendent of the Petersburg, Virginia Schools
and also a member of the board of trustees
of Randolph-Macon College. — Georce Lom-
NiTZER, Historian, Wake Forest, Ashland, Va.

• •••••••••••



Governor Hatfield in choosing Belton said
that ''it seemed to me taxpayers most want a
man in that position who is extensively ex-
perienced in financial matters and who is
basically conservative with tax funds, tough,
yet fair-minded, when it comes to public
money."

Howard Belton was a charter member of
the Oregon State chapter and its Number 2
initiate (the first was Dr. U. G. Dubach). He
received his degree in agriculture and has
been farming 200 acres near Canby, at the
same time being active in the insurance field.

He is president of the Butteville Insurance
Company and is immediate past president of
the State Association of Mutual Insurance
Companies. He was a member of the Canby
School Board 15 years and is now secretary
of the Canby Telephone Company. He is a
trustee of Lewis and Clark College, seat of
the Oregon Gamma chapter.



IT



RUSSELL H. EWING, Minnesota, '22,




THE AUTHOR

THERE are styles in fraternity leadership
just as there are types of leadership in
business and government. These I will define
and classify briefly as follows:

1. The Autocrat or authoritarian is a Caesar-
type leader, a power-oriented individual who
must run the fraternity with undisputed au-
thority. He is the bossy, officious, dictatorial
individual who has not really learned how to
lead his brothers. Fortunately, there are few
of his breed left.

2. The Bureaucrat is the leader who wor-
ships efficiency, legality, and sometimes econ-
omy, and often becomes enmeshed in narrow,
rigid, arbitrary fraternity policies and routine
procedures. He is a stickler for rules and
precedents, but not for getting things done.

3. The Democrat looks to the undergradu-
ate chapter, alumni members, and the Moth-
ers' Club for advice, help, and support. He
values the brotherhood ideal which makes
fraternity life worthwhile. To this type of
leader democracy does not mean the absence
of authority and responsibility, but it does
imply a marked degree of flexibility in atti-

18



gives us-



20 Tips



tudes, feelings, and ideas. He maintains a
friendly, permissive atmosphere in the chap-
ter house, and in meetings, and always en-
courages active participation in national, dis-
trict, and chapter projects by all members in
their expressed spheres of interest. His success
lies in his ability to serve chapter members,
and in eliciting their loyal support in all
fraternity activities.

Although social research has revealed at
least eighty traits supposedly related to leader-
ship, no universal traits have ever been found
which will ensure an individual's success in
every situation. However, there are many
qualities which can be cultivated or inculcated
in fraternity leadership training programs
which enhance the probabilities of individual
and group accomplishment. Let us review
briefly a few practical tips for better frater-
nity leadership.

1 DEVELOP MORAL FIBER. As I look
back over forty years of undergraduate, grad-
uate, and faculty experience with social, pro-
fessional, and honorary fraternities, I would
say that the basic need for success is to culti-
vate spiritual force and moral fiber in chap-
ter members. I hope I do not sound too
preachy, but this requirement our initiation
ritual makes clear.

2 INCULCATE COURAGE. Be brave but
don't be brash. Stand firmly for principle in
all things and you cannot fail. Fear is faith
in evil; overcome it by trust in God and faith
in your fellow man: love casts out fear.

3 LEADERSHIP IDENTIFICATION AND
TRAINING. Contrary to an outmoded belief,
leaders are trained not born, and nearly every
leader is a follower of a superior. Leaders
can be trained through formal education and



president of the National Institute of Leadership,



for Better Fraternity Leadership



tested by practical experience. Every chapter
should collect and study pamphlets and mag-
azine articles on this and related subjects.
Trial-and-error methods are too costly and
time-consuming. Some college fraternities
have leadership training manuals. Others in-
itiate faculty members who are specialists in
this area of study. Sigma Phi Epsilon con-
ducts leadership training programs on a dis-
trict basis each year with considerable suc-
cess.

In a real sense a leader is an instructor or
trainer of others. It is safe to say that all offi-
cers and potential leaders should undergo a
rigorous program of leadership training. The
fraternity should be looked upon as a training
ground for campus leadership, social, civic,
community, business, and professional af-
fairs after graduation.

Training in the field of fraternity and cam-
pus leadership is essential to success, as it is
in all departments of life. This need was rec-
ognized and provided for by the Founders of
the fraternity from the beginning — to build
men and to train leaders. This we have done
in no small measure. But there remains much
to be done, and some things, such as rash
hazing which may become a public scandal,
should be banned and scrupulously avoided.

4 LEARN TO LIKE PEOPLE. It may be

good enough to like your friends and frater-
nity brothers, but we all have to learn to
love our enemies. When Lincoln was criti-
cized for not being tough enough on his ene-
mies, he said that if he made friends of his
enemies he had conquered them. Love for
God and man is the basis of all true leader-
ship.

5 EARN RESPECT. We are what we think.
"As a man thinketh in his own heart so is



• •••••••••••

RUSSELL H. EWING, who became a Sig Ep
at the University of Missouri under the kindly
guidance of past Grand President Paul G.
Koontz, is recognized as one of the outstand-
ing authorities on this country's and the
world's leadership — or lack of it. The ap-
proach of his message to the fraternity world
is that leaders are trained and developed — -
not born.

Ewing, who has studied at six universities
and taught at 13, including Oregon State
under Dean U. G. Dubacli, today teaches busi-
ness administration at U.C.L.A., directs the
National Institute of Leadership at Los An-
geles, and co-ordinates training for Packard
Bell Electronics Corp. in that city.

Readers who remember the February Jour-
nal feature, "What Makes a Fraternity Good,"
may conclude that the very words and works
which make fraternity operation successful
are given in the form of principles by Dr.
Ewing in his "20 Tips for Better Fraternity
Leadership." He says: "He leads best who
loves the most. A leader's love for God must
find expression in selfless service to mankind
if he is to succeed in an enduring sense. In
all true leadership and followership there is
a conscious yielding to Divine direction."

Apropos of the Fraternity's spring district
leadership schools are these points:

►The destiny of the fraternity depends
largely upon the kind of leadership it has.

►The fraternity should not depend entirely
on Providence to send us our leaders; they
must be identified, trained, and tested by prac-
tice and experience.

►The times call loudly for great and good
leaders; let us all be prepared when the call



►The true fraternity leader is motivated by
a desire to serve; is not too proud to apolo-
gize when he makes a mistake; and is sincere
in his desire to deal fairly with his brothers,
and with the members of other fraternities.

• ••••••••••*

19




Checking up on the status of leadership will be an important task of Sigma Phi Epsilon's
60th Anniversary Conclave to be held in Chicago's Drake Hotel September 4-7 next year.



he." Think, say, and do only that which will
earn and deserve the respect and gratitude
of your fraternity brothers, campus associ-
ates, and the members of your own family.
The prestige, or the esteem in which we are
held by other fraternities, depends largely
upon self-respect.

6 BUILD MORALE. Closely related to
prestige is morale. Fraternity morale is com-
posed of a lot of little and a few big things.
It is largely a manufactured product. Foster
good feeling and chapter loyalty and soli-
darity. This will enhance our capacity to
achieve fraternity goals, and promote indi-
vidual and group satisfaction. I have a list of
twenty things that build morale and twenty
that destroy it. A leader does only those
things that uphold the spirit of the fraternity
and never degrade or depress it. High fra-
ternity morale is essential to success on the
campus.

7 MOTIVATE OTHERS. A leader is one
who knows how to inspire or motivate others.
He gets things done through others. He finds
the person who can do, wants to do, and will
do the job. The reluctant, apathetic, or lazy
brother is little help to the fraternity. The



secret of good motivation is to find the inner
aims, ambitions, urges, desires, drives, and
needs of the individual members, and to
make these work for the benefit of the fra
ternity. There are many external incentives
which can be utilized for individual and
group benefit, such as monetary and other re-
wards and honors for unselfish service.

8 BE DYNAMIC. The fraternity needs dy-
namic leaders who are their own self-starters
— men who are open to inspiration and in-
tuition, and who know how to translate
thought into action. Be active without being
offensively aggressive. Start things, get the
co-operation of others, and see that the job
is finished. Follow through with verve and
enthusiasm. Salesmanship, showmanship, and
large doses of good sportsmanship pay large
dividends.

9 PRAISE GOOD PERFORMANCE. All
normal people thrive on appreciation and
praise. Just praise for jobs well done always
inspires people to achieve great things. A pat
on the back is always better than a kick in
the pants. Complaint, criticism, condemna-
tion of others indicate lack of compassion and
poverty of thinking.



20



10 BE FAITHFUL TO PRINCIPLE.

Faith is belief in God, fear is faith in evil.
Faith is trust in the eternal truth, and in the
essential decency of man. A brother who
gives only half-hearted loyalty to the sacred
heart of Sigma Phi Epsilon, and the prin-
ciples for which it stands, is unworthy to
wear it, and it will be of little benefit to him
in the long run. Undeviating loyalty and de-
votion are prerequisites.

11 BE A GOOD FOLLOWER. Almost ev-
ery leader is a follower of some superior. If
you lost out for some coveted goal you as-
pired to, learn to be a good sport and a gra-
cious loser. Pitch in and help the man who
beat you, and you will learn the secret of fu-
ture success. If we are humble, our failures
can teach us more valuable lessons than our
victories.

Just as there can be no leaders without
followers, just so there can be no effective
leadership unless the leader studies and un-
derstands the campus environment, the frater-
nity system, and the competitive situation in
which the chapter functions. It is well to find
the weak points in the chapter so that they
can be strengthened. It is always advisable to
face errors and correct them. Kidding our-
selves is no kindness to anyone.

12 BE ENTHUSIASTIC. A happy out-
look, a warm handshake, a genuine interest
in others are modes of behavior which can be
consciously cultivated, and which help make
a successful fraternity man. Anybody who



wants to ignite the fires of fraternity success
should throw off a few sparks and be a little
exciting if he wants to incite others. The
leader must arouse his brothers to achieve
high individual performance by gaining the
right response in them.

13 BE STUDIOUS. Be studious even if
you do not aspire to the scholarly life. The
best fraternity men in my acquaintance, and
the most successful in later life, took their
studies seriously. Don't be afraid that some
dullard will call you a "bookworm." Learn-
ing how to study and getting a thrill out of
what you learn, are essential to getting an
education and to the mastery of any vocation
or profession. Stick to the books. They never
let you down but other things will cheat you
out of being an educated man.

14 BE GRACIOUS. There is nothing more
admirable than being a gracious host at fra-
ternity functions or elsewhere. Knowing and
practicing good manners, and the training of
pledges where this is necessary, are abso-
lutely essential to good fraternity standing on
any campus. Every chapter house should
have an up-to-date book on etiquette, and re-
gardless of the background of its members,
every pledge class should be indoctrinated
in the basic rules. Kindness, courtesy, and
consideration are the marks of a gentleman
and of a good fraternity man.

15 BE AN ATTENTIVE LISTENER.

Brothers, friends, and professors deserve our



Stetson Sig Eps recognize
that "Steps to Our Future"
entail book learning and
proceed to construct first-
place Homecoming float as
an example of this principle.





Atlantic Christian oflScers (from left) Sec-
retary John Cox, Historian Richard UUom, Con-
troller Rodney Williams, Vice-president Jimmy
Silverthrone, and President Dave Mustian.

keenest interest and closest attention when
they are speaking. The first and last rule for
good listening is to "stop talking." The good
listener is often a good thinker and a good
leader or manager. Entire books have been
written on the art of listening. Many a dic-
tator bit the dust because he did not want
to listen to God or man.

16 DON'T SHOW OFF AUTHORITY. Al-
ways assume that others are working with you
but for the fraternity. Ask others for ideas
or suggestions and give them thoughtful con-
sideration. Two heads are often better than
one, so thirty heads may come up with many
good ideas. The new theory of leadership
places great stress on group participation in
developing ideas, setting standards, and in
achieving goals and objectives. Gifted lead-
ers usually recognize this. Issue few orders
and seldom make a direct show of authority.

17 ESTABLISH NATIONAL AND CHAP-
TER GOALS. A sufficient quantity of highly
qualified members must be selected and then
trained in fraternity history and ideals by
the local chapters each year, and from these,
the officers and committee chairmen are se-
lected or appointed on the basis of merit
alone. At the end of each academic year the
chapters should conduct an objective audit to
determine which goals, objectives, or aims
were achieved and which ones need further
effort in the coming year. We can never at-
tain our goals unless we know what they are,
what means should be employed to achieve
them, and who is responsible for doing the
work.



18 LEADERSHIP THROUGH TEAM-
WORK. The quality of fraternity leadership
depends upon the character of its member-
ship and its capacity for teamwork. Al-
though many types of individuals are re-
quired to make up a well-balanced chapter
there are many recognizable traits and char-
acteristics needed in individual members to
insure the success of the fraternity as a
whole. Not every chapter member will pos-
sess all the desirable qualities of leadership
but taken together the group, if well se-
lected, will possess a sufficient number of
good attributes to make fraternity leadership
successful.

19 BUILD TRUE BROTHERHOOD. Lead-
ership is the relationship which exists be-
tween gifted individuals and the chapter
members, which is based upon the common
bond of interest called brotherhood. The offi-
cers of the local and national chapters of the
fraternity are engaged in the process or ac-
tivity of leading or managing the affairs of
the organization so as to facilitate the for-
warding of its position as the outstanding
social fraternity in the nation. This is our
chief goal.

20 DEVELOP GOODNESS AND GREAT-
NESS. Men are truly great only as they are
really good. Fraternity competition is fierce
and the challenge we face is great. Perilous
times call for greatness. How well we meet
this challenge will determine the future suc-
cess of each chapter and our position in the
fraternity world.

There is no quick, cheap, or easy way to
master the art and the science of leadership.
But if a person has humility, intelligence,
aptitude, and interest in becoming a leader
there are many books on the subject he can
read with profit and many helpful principles,
methods, and techniques he can learn and
apply in the various situations in which he
finds himself. Much depends on practice and
experience in a favorable situation and a
friendly climate of opinion. Finally, may I
say, he leads best who loves his brother the
most.



22



-"hmwi






Sig Eps at Richmond observing the Golden Anniversary in 1951. Ten years after, the challenge
is still the same: to foster character in themselves that is somewhat above and beyond such
a challenge to the nonfraternity college man. As Dean Dubach says, it is "a dare to be different."



This Is Every Brother's Job



By v. G. DUBACH

NATIONAL DIRECTOR OF SCHOLARSHIP

The things which every Sig Ep
learns at the altar are indeed
the compass to a way of life that
will lead him to greatness

WHAT do we mean when we say Sigma
Phi Epsilon is "a way of life"? If we
are sincere we must have an answer. To me
Sigma Phi Epsilon is a great spiritual ideal
set out in the words of the ritual. It is a life
challenge not to be fully attained. Drawing
on the Book of Books we ask our members
to cleanse themselves of past wrongs and
weaknesses. We do so by symbols. By sym-
bols we teach our objectives and the proc-



esses whereby we hope to attain our ideals.
The end objective, of course, is clean effec-
tive living! This is our way of life. When
one becomes a Sig Ep by initiation into our
way of life he does not join something — "He
becomes something," something different.

Now if we are to attain these ends what
must we give young men who seek the com-
munion of our fellowship?

Adequate Housing

Young men coming to college have a right
to expect a comfortable place in which to
work and associate with their fellow students.
In this generation of great buildings by insti-
tutions, fraternities are hard put to build
houses that compete — particularly with state-
built dormitories. However, we are repre-
sentative of the true American spirit when
we say we can and will take care of our own
housing. If we have the other elements of

23




Dean Dubach, at head of table, leads the Fraternity's first Chapter Counselor School in October,
1958. The then Grand President H. B. Robinson is at his left. The place: Pendleton, Oregon.



true fraternalism (to be discussed later) we
do not need to compete fully with publicly
built housing. We can truly say and prove
that "a house never made a home." We must
and can provide good comfortable housing —
which coupled with true Sig Ep spirit really
does give our boys "a home away from home."
This is one of the most imperative needs of
all college men.

A Moral Atmosphere

Aside from housing Sigma Phi Epsilon at
its best provides a moral atmosphere which
makes it easy for a young man to live cleanly,
physically, morally, and spiritually. Any one
living in this generation, and aware of the
pressures of college life, knows of the agen-
cies and forces working day and night to un-
dermine clean living on the part of young
men. Here's where Sigma Phi Epsilon comes
in. Our great cardinal principles, taught and
exemplified in our ritual, set out a way of
life that challenges these undermining forces,
first by teaching respect for self and others
(especially the other sex) and second, by
pledging every member to aid his brothers in
their difficulties. Here is where I insist fra-
ternities can make a contribution no dormi-
tory can make. We are challenged and led by
the idealism of our founders expressed in the
ritual and aided by those of our brotherhood
who have preceded us in our chapters. If we
as a fraternity are to survive we must be true
to these great moral and spiritual ideals. In
no other way is our "Way of Life" a reality.



The issue is in our hands. The ritual gives
us the goals and tools. It is ours to use them.

An Intellectual Atmosphere

If Sigma Phi Epsilon is to prosper, we
must provide for young men an "intellectual
atmosphere," which makes success in schol-
arship a natural. There should be developed
a feeling that members and pledges are not
only robbing themselves and their futures but
society as well, if they fail to produce their
best. How to do this? Some say "how change
careless human nature." First, tradition is
important. If a chapter has established a
record of accomplishment — this record at-
tracts and inspires. What Sigma Phi Epsilon
members and pledges talk about and how
they talk, means more than they know. Others
are watching and listening. Why not have
planned conversation at the dinner table on
occasion? There are so many vital issues at
the present time that this would be easy if
some inspired member would but take the
lead. The members would enjoy doing this, if
led. Then why not entertain at dinner, leaders
from the faculty, business and professions
asking them to speak on the opportunities of
their professions as well as the requirements
for success? Of course, always invite the
wives. We need and want development in the
social graces. Anyway, mothers are our best
friends and support in our battle with oppos-
ing forces.

Again why not develop a chapter house li-
brary of challenging books? At least a part



24



of them should be short ones. Bigness in
books, as in other things does not necessarily
mean greatness. Furthermore, if attractive
short books are conveniently at hand, some
of the men are sure to be attracted. Of
course, good magazines should be available.
These are only samples of ways we could
create an intellectual atmosphere and really
make one of our great cardinal principles a
reality.

Brotherhood Itself

Finally, the fourth "must" of our way of
life is the creation of true brotherhood. As a
matter of fact, this is the end product of our
fraternity, and one that no other way of
living on the campus can provide. But how
produce this brotherhood? In the first place,
each member must be inspired by, and accept
as a part of his life, the great principles and
ideals of the ritual. If he does he will learn


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