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Leadership: The Chapter Chair’s Role

Leadership: The Chapter Chair’s Role. Bob Checkaneck , Assistant District Director, Grand Strand (SC) Mark Cutler, Chapter Chair, Greater Hartford (CT). The topic is one we’re all familiar with: . What is leadership?. What is leadership?.

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Leadership: The Chapter Chair’s Role

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  1. Leadership:The Chapter Chair’s Role Bob Checkaneck, Assistant District Director, Grand Strand (SC) Mark Cutler, Chapter Chair, Greater Hartford (CT)

  2. The topic is one we’re all familiar with:

  3. What is leadership?

  4. 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.

  5. Key Take Aways Remember The Graduate and Plastics?

  6. 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

  7. Score Chapter ChairTreat it like a business

  8. SCORE Chairs - Treat it Like a Business • Product or service with a USP • Branding • Advertising • Publicity • Distribution • Our people • Our target market • Our customer

  9. SCORE Chairs - Treat it Like a Business Identify and then focus on your chapter’s core product/services: • Mentoring • Education • Networking To be discussed later by Bob

  10. 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

  11. 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

  12. How did you get here?Specifically as a leader in SCORE

  13. 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?

  14. Succession Planning Was it well planned? Or musical chairs with the last person standing?

  15. 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

  16. 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

  17. Team Building If they are breathing… We have strict standards…

  18. 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

  19. 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

  20. 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

  21. 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

  22. 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

  23. 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

  24. 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

  25. Roundtable Discussions • What are the three biggest challenges you faced or will face as you take on the Chair position? • Share some success stories about the challenging “environmental” issues you have overcome, such as: • Succession planning • Challenges in recruiting • Legacy Volunteers • Given you’re running a volunteer organization, is the “treat it like a business” model achievable for your chapter? • Please share some success stories used to drive the chapter forward which shows strong leadership.

  26. Focusing your chapter; Creating a local vision

  27. “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”

  28. Top Five Chapter Mistakes

  29. Think Globally and Act Locally • First • Globally – National • Locally – District • Then • Globally – District • Locally – Chapter

  30. Success =Competence + Passion

  31. SCORE starts and grow successful small businesses, one business at a time. SCORE’s Core Business - Provide competence to small businesses

  32. Our Programs - Competence Architecture Mentoring Workshops Educational Cloud Networking

  33. 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

  34. 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

  35. Social Business Roundtables Business functions Electronic – LinkedIn, Facebook, etc. Strategic Alliances Networking

  36. Managing Resources The key is to get mentors doing what they have apassionto do!!!

  37. Managing Resources Finding Passion 80/20 Rule Match mentor profiles to needs Hiring Admin

  38. Why Mentors Leave 5% Move Away 5% Die or Illness in Family 15 % SCORE Dissatisfaction 75% Indifferent/Attitude by Someone

  39. 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.

  40. Mentor Profile: Client-Facing What do they like to do? • Workshops • Face to Face • Webinar • Suitcase • Mentor • Email • Face to Face • Telephone • Social Networking • Face to Face • Electronic

  41. Mentor Profile: Mentor-Facing What do they like to do? Administrative Finance Marketing

  42. 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.

  43. 80/20 Rule Customers 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%

  44. What You Need to Succeed Competence: • Knowledge of SCORE • Business Experience • Ability to MENTOR – listening, empathy, follow up

  45. What You Need to Succeed Passion: Love of the business Energy to work long hours with potentially low rewards initially

  46. Every Chairperson must be: The Entrepreneur The Visionary The Manager The Implementer The Technician The Doer E M T

  47. Time Splits Chairperson 75% 20% 5% Executive Board 10% 60% 30% Mentors 10% 20% 70% T M E

  48. Communications Successfully ignite/enhance the mentors PASSION!! Mentors will tell all about their successes Communications will be fantastic

  49. “Yes” Culture Approach everything in a Venture Capital way. “How can we get this done”

  50. Alliances They need to be focused based on the chapters focus and needs

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