2012 Leadership Conference
Bob Checkaneck, Assistant District Director, Grand Strand (SC)
Mark Cutler, Chapter Chair, Greater Hartford (CT)
Leadership:The Chapter Chair’s Role
The topic is one we’re all familiar with:
What is leadership?
What is leadership?• The art of motivating a group of people to act
towards achieving a common goal.
• Effective leadership is based upon ideas, but won't happen unless those ideas can be communicated to others in a way that engages them.
• The leader is the inspiration and director of the action.
• The leader is the person in the group that possesses the combination of personality and skills that makes others want to follow his direction.
Key Take AwaysRemember The Graduate and
Plastics?
Mark’s ah ha moment - key takeaway
m
Mike O’Malley
– Chapter Chair, Fairfield County CT - one of the most successful SCORE chapters in the country
Score Chapter Chair
Treat it like a business
SCORE Chairs - Treat it Like a Business• Product or service with a USP
• Branding• Advertising• Publicity
• Distribution• Our people
• Our target market • Our customer
Identify and then focus on your chapter’s core product/services:
• Mentoring
• Education
• Networking
To be discussed later by Bob
SCORE Chairs - Treat it Like a Business
SCORE Chairs - Treat it Like a Business• Become client
focused. It’s the reason we are here
• Everything we do, all our resources, should be focused on our customers
• Never forget that. Remind the chapter about that in every objective we take on
SCORE Chairs - Treat it Like a Business• It is not about the
volunteer; its about the customer
• Build your team
• Lead your team
• Set goals and make people accountable
How did you get here?
Specifically as a leader in SCORE
As leaders, we need to be thinking about the next generation.
It should be the highest priority for all of us, but what does that mean?
Succession Planning
Was it well planned? Or musical chairs with the last person standing?
Succession Planning• Recruit with leadership
in mind• Empower our leaders
early• Use the Vice Chair
positions generously and build the next generation
• Appoint number two’s in every Executive Committee position
• Its up to us to eliminate musical chairs from our planning
Team Building• As we build our team we
need to consider we are not all the same– Legacy volunteers– Volunteers who just want to
mentor– Volunteers who want to
Specialize– Generalists– Volunteers searching for their
roles
• We look for change agents because we cannot change the culture alone
Team Building
If they are breathing… We have strict standards…
Team Building
• We need resources to
grow our business• We should train and
develop every potential volunteer
• There is usually a place for everyone, but the key is orienting and engaging the new recruits
• Training and development is up to us as leaders
Team Building
There are days one feels like we’re running a day care, but at the end of the day leadership is:
– treating each volunteer with respect
– Identifying their hot buttons
– Inspiring each person to do their best and think about the organization as a whole and the client
Legacy Volunteers - Success Stories
• Partnering in pairs is like mouth to mouth resuscitation for our legacies
• Providing recognition for their field work• Client testimonials
• One on one feedback/interest to legacy “net promoter summary
• Chapter meetings which combine business and social, giving everyone the chance to share experiences
Client Testimonials- Success Stories
• We employ customer testimonials not only for our newsletter and for our web site but also to motivate our mentors
• Each chapter meeting, we try to bring in another client who talks to the SCORE experience. This is the best part of the meeting for many of our mentors
Team Building - Success Stories
• Increase in business client base; most people prefer mentoring existing business
• Partner in pairs matching opposite skill sets; make it a fun and learning experience for the mentor
Team Building - Success Stories
• Identify mentors who love start ups and try to assign them to the client “tire kickers”
• Find a place for everyone; train them; motivate them, make them feel a part of the team
Talent ‘Rules’ Over Protocol
Recruit people with day jobs who want to give back
• throw out the minimum hours per month rule
• Bring in talented people even for 4 hours a month • it helps change the culture and provide
some current day thinking and technology to the organization
Roundtable Discussions1. What are the three biggest challenges you faced or will
face as you take on the Chair position?2. Share some success stories about the challenging
“environmental” issues you have overcome, such as:a) Succession planningb) Challenges in recruitingc) Legacy Volunteers
3. Given you’re running a volunteer organization, is the “treat it like a business” model achievable for your chapter?
4. Please share some success stories used to drive the chapter forward which shows strong leadership.
Focusing your chapter; Creating a local vision
“What is the Chapter Chair’s Role?”
• Creating a local vision (aligning it with National vision)
• Managing resources
• Accountability
• Communication with staff, other leadership and volunteer
• Creating a Culture of “yes”
Top Five Chapter Mistakes1 Not knowing why customers use services Tangibles
2Offering a transaction rather than an
experience Long-term mentoring
3Being the answer man/woman Engaging & empowering
mentors
4 Allegiance to how it is done All cows unsacred
5One dimensional thinking Trifocal lenses – Vision,
strategy and execution
Think Globally and Act Locally
• First –Globally – National–Locally – District
• Then –Globally – District–Locally – Chapter
Success =
Competence + Passion
SCORE starts and grow successful small businesses, one business at a time.
SCORE’s Core Business -Provide competence to small businesses
Educational Cloud
Educational Cloud
Networking
Mentoring Workshops
Our Programs - Competence Architecture
SCORE provides mentoring for the life of your business. We provide this mentoring to new and established businesses in the following ways:
–Face to Face–Telephone–Email
Mentoring
SCORE provides various workshops for those:
– Who want to start a business – Who want to make their business successful– Who want to exit a business
SCORE workshops are critical for SCORE local success. More importantly, our educational platforms will be the critical vehicle for how we engage with younger generations.
Workshops
Social• Business Roundtables• Business functions• Electronic – LinkedIn, Facebook, etc.
Strategic Alliances
Networking
Managing Resources
The key is to get mentors doing what they have a passion to
do!!!
Managing Resources
Finding Passion80/20 RuleMatch mentor profiles to needsHiring Admin
Why Mentors Leave
5% Move Away5% Die or Illness in Family15 % SCORE Dissatisfaction75% Indifferent/Attitude by Someone
Mentor Profile
Service• Newbie < 1 year• Seasoned 1-5 years• Legacy >5 years
Activity Level in SCORE – low , medium, high
Special Experience – Manufacturing, quality, non-profit, etc.
Mentor Profile: Client-Facing
What do they like to do?
• Social Networking
– Face to Face– Electronic
• Mentor–Email–Face to Face
–Telephone
• Workshops–Face to Face
–Webinar–Suitcase
Mentor Profile: Mentor-Facing
What do they like to do?• Administrative• Finance• Marketing
Customer Profile
Not in Business• No shows, can't get in contact• Tire Kickers• Strongly considering a business startup
In Business• A developing business• A substantial business needs a tune up• Exiting a business
BUT THEY ARE ALL CLIENTS! They all have value.
80/20 RuleCustomers
• 80% of your business comes from 20% of your customers
Products/Services • 80% of your business comes from 20% of your
products/services
SCORE• 60% of the Total Services come from about 20% of
the Mentors• Where should you be focusing your efforts as a
chair person– Manage the 20% mentors extraordinarily well
and you will prosper. – Work on engaging the other 80%
What You Need to Succeed
Competence:• Knowledge of SCORE• Business Experience• Ability to MENTOR – listening, empathy,
follow up
What You Need to Succeed
Passion:• Love of the business• Energy to work long hours with potentially low rewards initially
Every Chairperson must be:
The Entrepreneur• The Visionary
The Manager• The Implementer
The Technician• The Doer
E
M
T
Time Splits
Chairperson 75% 20% 5%
Executive Board 10% 60% 30%
Mentors 10% 20% 70%
TME
Communications
Successfully ignite/enhance the mentors PASSION!!
Mentors will tell all about their successes
Communications will be fantastic
“Yes” Culture
Approach everything in a Venture Capital way.
“How can we get this done”
Alliances
They need to be focused based on the chapters focus and needs
Alliances
Legacy• Chambers of Commerce• Banks• SBA• Schools and Libraries
Alliances
Creative (Venture Capital)• Non – Profit groups and funding
organizations• Veterans• Green groups• Government Agencies- IRS, FDA,
Experience Works, etc.• Prisons
Remember
• Ignite the mentors passion
• 80/20 Rule
• Venture capital attitude
• Create alliances
Roundtable Discussions
1. What are some success stories you can share where your leadership was instrumental in changing the culture?
2. Please share some success stories on how you are managing your diverse ( in terms of skill set) team.
The topic we’ve been talking about:
SCORE Chapter Chair
Treat it like a business
SCORE Chairs - Treat it like a business
• Become client focused. It’s the reason we are here
• Everything we do, all our resources, should be focused on our customers
• Never forget that. Remind the chapter about that in every objective we take on
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