Thriving and Surviving in Turbulent Whitewater Times W.A.C.E. Webinar Presentation October 19, 2009 Valerie K. Boyle, Special Consultant, W.A.C.E. –

Well, It sure as heck ain’t Business “Business As As Usual Usual” What’s Going On Today in Local Chambers in the West? What’s Going On Today in Local Chambers in the West?

Ahhh…the Good Times…BEFORE the Recession

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

Fact…Not Fiction Extreme cash flow issues Embezzlement, theft Panicked boards, micro mgmt Poor decisions made in urgency, from fear Board ‘power grabs’ CEOs fired, former volunteers hired as replacements CEOs fired, no plan to replace Splinter groups, off-shoots directly challenging Chambers

A Recession History Lesson 1980Lasted 6 months 1981 – 82Lasted 16 months 1990 – 91Lasted only 8 months And then,A lapse of 120 months 2001Lasted 8 months 2007In Dec we began again … and, it continues.

WACE Opinion Poll – Sept 09 Longevity 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 09 Longevity 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 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, prevention  Pressing 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 calls  Time wasters  Popular activities  Pleasant activities Not Urgent Important Not Important Urgent

It’s the Economy – right? 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? 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 reason that Chamber CEOs lose their Jobs?  Poor financial management

 Financial Management  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 Board Create a board others envy – it takes only 3 VERY IMPORTANT STEPS! Board Development Board Orientation Volunteer Leadership Training 1 2 3

 Board Development A Strong Nominating Committee & Process - Assess current board makeup - Identify desired skills, qualities needed - Identify leaders in the membership - Actively recruit them - Actively support their election or appointment Begins with:

 Board Orientation Create Commitment & Passion from the start! Of course, include the important details: - Budget, financial statements, bylaws, business plan, policies & procedures, etc. And RAVE about the Basics: - Mission and Vision, your Organization Structure, Core Competencies and your Market Position

 Board Orientation Create Commitment & Passion from the start! Show them how they fit - Roles & Responsibilities of staff and board & who they’ll be working with; Share the nature, culture & values of the Chamber - but most importantly, this is your best chance to Paint for them, “THE BIG PICTURE!”

 Volunteer Leader Training 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 CEO Do NOT underestimate the Importance 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 use all your resources… Your Board Your Members Your Staff and more...  Tap Professional Resources

Whatever you do, 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 Wisdom