Thriving and Surviving in Turbulent Whitewater Times

Thriving and Surviving in Thriving and Surviving in Turbulent Whitewater Turbulent Whitewater

TimesTimes

W.A.C.E. Webinar Presentation

October 19, 2009 Valerie K. Boyle, Special Consultant , W.A.C.E. – Boyle.Associates@comcast.net

Well,Well,It sure as It sure as heck ain’theck ain’t “BusinessBusiness AsAs UsualUsual”

What’s Going On Today in What’s Going On Today in Local Chambers in the Local Chambers in the West?West?

Ahhh…the Good Times…BEFORE the RecessionAhhh…the Good Times…BEFORE the Recession

““This is Henny Penny calling….FYI, the Sky is This is Henny Penny calling….FYI, the Sky is Falling”Falling”

Fact…Not Fact…Not FictionFiction

Extreme cash flow issuesEmbezzlement, theftPanicked boards, micro mgmtPoor decisions made in

urgency, from fearBoard ‘power grabs’CEOs fired, former volunteers

hired as replacementsCEOs fired, no plan to replaceSplinter groups, off-shoots

directly challenging Chambers

A Recession History A Recession History LessonLesson1980 Lasted 6 months1981 – 82 Lasted 16 months1990 – 91 Lasted only 8 monthsAnd then, A lapse of 120 months

2001 Lasted 8 months2007 In Dec we began again … and, it continues.

WACE Opinion Poll – Sept 09WACE Opinion Poll – Sept 09LongevityLongevity

Of 249 recent survey respondents:Of 249 recent survey respondents:

21% have been in Chamber Management over 20 yrs

34% have been in Chamber Management only 6 yrs, or less

35% have less than 5 yrs in their present position (exec or staff)

WACE Opinion Poll – Sept 09WACE Opinion Poll – Sept 09LongevityLongevity

Of 249 recent survey respondents:Of 249 recent survey respondents:

83% have been employed by only 1-2 Chambers in their career

62% have been employed with only ONE Chamber in their career

And that tells usAnd that tells us

A large % of WACE members have never yet had to manage through a bad economy –

This is their first time!

Based on 7 Habits of Highly Effective People, Stephen Covey

The Time Management Matrix – Activities

Crises Risk assessment, preventionPressing problems Relationship building

Deadline-driven projects Recognising new opportunities

Planning, capability improvement

Interruptions, some callers Trivia, busy work

Some mail, some reports Some mail Some meetings Proximate, pressing matters

Some phone callsTime wasters

Popular activities Pleasant activities

Not UrgentUrgent

It’s the Economy – right?It’s the Economy – right?Not Completely…Not Completely…

Much of what we see results from

A failure to recognize in a timely manner, signs that point to an imminent or eventual organizational crisis.

It’s the Economy – right?It’s the Economy – right?Not Completely…Not Completely…

Many of the problems relate directly to deficiencies in the essential areas of:

Financial Planning, Management and Controls; and

Governance – the Board & CEO

What is the most common What is the most common reason that Chamber CEOs reason that Chamber CEOs lose their Jobs?lose their Jobs?

Poor financial Poor financial managementmanagement

Financial Financial ManagementManagement Understand your Financials Realistic Budgets Internal Policies and Controls Monitor your Cash Flow; manage your Accounts Receivables & Payables

Compliance with Govt Requirements

Reserves – Your Safety Net

Governance & the Governance & the BoardBoard

Create a board others envy – it Create a board others envy – it takes only 3 VERY IMPORTANT takes only 3 VERY IMPORTANT STEPS!STEPS!

Board DevelopmentBoard OrientationVolunteer Leadership Training

1

2

3

Board DevelopmentBoard Development

A Strong Nominating Committee & A Strong Nominating Committee & ProcessProcess

- Assess current board makeup- Identify desired skills, qualities needed- Identify leaders in the membership- Actively recruit them- Actively support their election or appointment

Begins Begins with:with:

Board OrientationBoard OrientationCreate Commitment & Passion from the Create Commitment & Passion from the

start!start!

Of course, include the important details:Of course, include the important details:

- Budget, financial statements, bylaws, business plan, policies & procedures, etc.

And RAVE about the Basics: And RAVE about the Basics: - Mission and Vision, your Organization Structure, Core Competencies and your Market Position

Board OrientationBoard OrientationCreate Commitment & Passion from the start!Create Commitment & Passion from the start!

Show them how they fitShow them how they fit

- Roles & Responsibilities of staff and board & who they’ll be working with;

Share the nature, culture & values of the Share the nature, culture & values of the ChamberChamber- but most importantly, this is your best chance to

Paint for them, Paint for them, “THE BIG PICTURE!”“THE BIG PICTURE!”

Volunteer Leader Volunteer Leader TrainingTraining

Keep them engaged and excited!Keep them engaged and excited!

- don’t keep the good stuff to yourself!- help them improve their skills- remind them of their roles- show appreciation!- help them express their passion for the organization they lead

Governance & the Governance & the CEOCEO

Do NOT underestimate the Importance Do NOT underestimate the Importance of:of:

Being THE Chamber expert Good management skills – Structural Good management skills – People Leadership skills – Volunteer Relations Financial competency, market

knowledge Being politically savvy Building influence

But don’t forget to useBut don’t forget to useall your resources…all your resources…Your Board

Your Members Your Staff

and more . . .

Tap Professional Tap Professional ResourcesResources

Whatever you do,Whatever you do,Just Keep Learning!Just Keep Learning!

I don't think much of a man who is not wiser today than he was yesterday.~ Abraham Lincoln

Don’t Panic!

Get involved in local/state associations and network with colleagues; find mentors

Don’t stop for barking dogs

And Remember…It’s a Marathon, not a Sprint!

Final Words of Final Words of WisdomWisdom