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How do you know when you’ve hired the right person? When does a mistake in choosing a new team member start to reveal itself? What steps should you follow when trying to add a new member to your organization?
I can’t say I know all the answers, but I definitely keep these topics in mind when in hiring mode. Over the last few years I’ve had the pleasure of recruiting, hiring and training brand-new salespeople for organizations. In each of these instances, the teams I assembled were not existing entities – they were built from scratch. The attitudes and approaches instilled in these hires were of my creation and I worked hard to construct a methodology for hiring; one I believed gave the candidates the best opportunity to reveal their talent and also ensure potential new team members had a chance to get a live look at what being a part of the team would look like.
I was curious to understand how my approach feels from the other side of the hiring table, so I asked a few people to jot down their thoughts on the process and how it may have differed from their previous experiences with interviewing for a new job. Here’s one of the responses I received.
Rianna Cohen was the 1st salesperson to join the SnapSuits team in December 2016. A concert flutist, Rianna is a classic analytical. I appreciated her inquisitive nature and her willingness to stand up for the things she believed in, and I always challenged her to not hide her light under a barrel. Her thoughts are found below.
“This will probably be the easiest interview you ever do.”
That was a lie.
Sure, the first interview breezed by as we chatted over coffee (tea, in my case), but I had the distinct impression that Roger had already made his decision before he met me. He had reviewed my resume extensively (enough to be able to cite it from memory) and had stalked me online (hello, Pinterest). The interview, in essence, was to see if the person matched the page.
Interview Two was completed in pairs and my fellow interviewee and I were tasked with a mind-mapping exercise. Harmless enough.
And then we were to leave voicemails on three people’s phones: the interviewer, the CEO, and the CFO. Hello, anxiety.
I scribbled furiously. I also kept glancing across the table at the girl interviewing with me. In retrospect, I think her presence brought out my competitive edge. We worked mostly alone, occasionally comparing notes to make sure we were completing the exercise correctly.
When it came time to actually leave the voicemails, I was so nervous that I had to pace around the room as I recited my practiced lines. They were undoubtedly terrible voicemails. I left, hours later, completely drained. (Roger’s Note: I TOTALLY have those voice mails saved on my computer!)
The interview set the precedent for life in the office: we would be challenged and we would be expected to get creative with our solutions. Roger became more than a boss: he was a mentor. The interview process, though perhaps unconventional, produced a level of trust between our team that I think would be difficult to duplicate. Taking the time to find the right people (even if we weren’t the best at voicemails ahem) created a synergy that remains even when times get difficult.
This article was born as a letter to Dylan, the soon to be 23 year-old in our family. He’s made the decision to follow his mother, father & step-dad into a career in sales and he’s forced to listen to my unsolicited advice. While he’s always polite, this advice was the most enthusiastically received, ever. Here’s hoping it means something to you or someone you know going thru the same career challenges.
I’ve witnessed you at your absolute best.
You participated in organized EVERYTHING, so you’ve spent the majority of your life competing in one way, shape or form. At the apex of your competitive life, I witnessed you overcome challenges (both mental AND physical) and realize a goal. It’s a joy to watch someone perform at an elite level doing something they love, especially when they sacrificed and persevered as you did to continue to play the sport you loved.
Those days are behind you now, and you’ve entered a much more difficult and time consuming challenge, your professional career. Since graduation, you’ve not yet hit your stride and at this point you’re wondering about the meaning of things and what the future might have in store.
It’s not uncommon to wonder if the “best days of my life” as a competitor are behind you.
I can assure you they are not.
If you can take a purposeful look at the path you’d like your professional life to follow, you can begin to reframe the competition from the lacrosse pitch or classroom to the competitions presenting themselves to you every day. If you know where to look, there are ways to compete all around you, it’s just the nature of competition has changed. It’s more complex and requires command of many different skills to master.
Remind yourself of the journey you took during the arc of the time spent competing in your previous endeavors. Very infrequently was success instantaneous, and often a number of obstacles presented themselves in the pursuit of EACH of those goals – why should you expect something different now? Your damaged confidence is for a lack of knowledge, not capability. It’s high time to give yourself a little more than instinct to go on. You practiced to win in everything else, so why not follow the same game plan, put in some new plays and get back to competing.
You’re not alone in having an unclear picture of things at this moment in your career. While it may be difficult at this point to consider HOW to take on this purposeful path exercise, know that many before you have been confronted with the same challenge, and you coming to this particular realization at such an early stage in your career is a signal I’ve seen from many on a path toward success. Having a mentor and people you trust on your side NOW can be the antidote to your shaken confidence. Don’t be afraid to share what you’re thinking with people who show they care about your success. Seek their counsel. It will be some of the best advice you will ever get.
Once you start working at it, though, the path you’d like your journey to take will start to reveal itself and as a result your sense of the potential value of your work will sharpen. Understanding how your contribution might be more valuable will spur you to work harder, knowing there is a purposeful conclusion to what you’re doing. Once you become accustomed to the notion of working for an outcome and not a paycheck, it’s SO much easier to understand where (and where not) you might add to your own abilities, you’ll have an easier time understanding what work you should (and should not) pursue and in the process, that which was previously unclear will be more clear to you.
Lastly, if you’ve chosen the right people with which to work, all that hard work generally creates (2) outcomes:
- You get noticed for your hard work.
- You’re rewarded.
Should neither of these things happen, you know it’s time to move on to the next step in the journey and whatever that next step might also provide you. You’ll worry less about money and more about fit, culture and the people you intend to learn from, which will strengthen your working relationships – all of which will give restore your sense of competition and provide you the satisfaction you’re desperately missing right now.
Here’s your homework.
Write down in one paragraph what you would want to do with your life in money were no object. What would that version of your life look like? Where would you spend your time, and whom would you spend that time with? What would you be doing to leave a contribution behind your the next generation of your family?
Save your work and leave it for 48 hours. Go back and re-read it again, cutting out as many words as you can while keeping it understandable. See if you can reduce the number of words by 50%. Save your work. 24 hours this time, then re-read and see if you can reduce what’s left to a checklist. If there are major categories you can identify, re-arrange your checklist into those categories and then re-organize the list.
Next, complete the checklist as it pertains to your current job. How many of the boxes are checked? If it’s none, that’s ok.. The most important part of this process is creating a way for you to know whether or not that is the case. The second most important part of this process is creating a vehicle by which you can guide future behavior. It’s not OK to quit your job that has 0 checks on the checklist. It IS OK to quit if you have something to replace this job with something that will check boxes.
Share your list. Don’t post it places you wouldn’t want it seen, but don’t be shy with sharing how you make decisions with others. Lots of your peers would benefit from a little purpose in their work and a re-ignition of their competitive spirit, and the world isn’t doing a whole lot of sharing on how to do that well.
I look forward to what you’ll share with me.
I write this armed with the perspective of my recent attendance at PPAI’s annual North American Leadership Conference, held this year in Chicago. At the event, industry participants gather to share their opinions on key topics as identified by a work group of peers that volunteer to help set the agenda of topics for the event. I was fortunate to have the opportunity to participate on the work group this year, and I cannot sufficiently express my admiration for the hard work that was done by your industry peers to ensure open and honest dialog between suppliers, distributors and service providers about those items most vexing to those of us that call the Promotional Products industry our home.
As the President of your Regional Association Council Board of Directors, I find it important to share a bit of information that came to my attention during a discussion at the event about the timing, frequency and necessity of trade shows. After some instruction, we divided ourselves into discussion groups that followed supplier and distributor roles, where the perspective of each side was allowed to voice its thoughts. Once those discussions were complete, we rejoined one another so that each side might present its perspective.
What came out in the Supplier discussion is noteworthy. When asked to stack rank the value of return on investment for the various types of shows that exist in the marketplace today, Regional Association shows ranked second to last. I’ll say it again, when asked to stack rank the value of the various shows they pay handsomely to attend, Suppliers resoundingly agreed that ours ranked NEXT TO LAST in value.
This is troublesome, but not surprising.
Troublesome, as the chief economic engine for your Association continues to rank low for return on investment. Not surprising, as it has been the opinion of the RAC Board for more than a year that an alternative form of revenue to supplement your trade shows is of vital importance. However, make no mistake, this is a real issue, one that may be masked by an improving economy, but a real issue worthy of discussion and brainstorming nonetheless.
As we approach the event of rewriting your RAC strategic plan in October, we continue our laser focus on an outcome that intends to move the needle on your value proposition to your constituency. If successful, we will have created a mechanism to allow for the spread of best-practices in real-time. However, without bright minds offering opinions on what their true needs are, the possibility exists that the outcome may not match the effort.
I’ve asked each Regional Association President to participate in an exercise with me whereby we attempt to reach some consensus on the order of importance of the real challenges facing their Association. In meeting with each of the Districts this year, we’ve used those discussions to identify the 3 biggest challenges faced by our Association leaders. Those 3 issues are:
- Identifying and implementing strategies to introduce additional income streams to the Association economic engine
- Identifying and implementing strategies to recruit and retain non-members
- Identifying and implementing strategies to recruit and train Association leaders
This is where you come in. You’ve heard me tell you that your Suppliers are weary of an increasing load of trade shows, ours provide the second least value to them, and their ability to continue to support us could be impacted as a result. You see above that we have brought clarity of thought to the challenges facing you. We’re prepared to do the work, but ours will not and cannot be the only avenue for this work to be done. If you’re reading this, its clear that you are a part of this community. Would you not want your voice to be heard?
As we turn the corner and head for home, it’s time to speak up. It’s time to be creative. It’s time we as a community rallied around one another and used the time we spend together to solve the problems with which we are faced. Many of us will come together in a few weeks at PPAI’s Leadership Development Workshop and Executive Director Learning Forum. If you’re attending, expect that I will challenge each of you to share your opinion on this topic. If you’re not attending, please use this interim time to share your opinions and thoughts with ANY attendee from your Board. If you know of no-one going, share your opinions and thoughts with me. Solutions do not occur in a vacuum, but from the hearts and minds of a caring community.
“We must remember that one determined person can make a significant difference and that a small group of determined people can change the course of history.”—Sonia Johnson
I look forward to sharing with you the opinions and thoughts shared with me. Until then, enjoy this fleeting remainder of summer.
Just as you tidy up an emotional response to that member of the team letting you down, you inadvertently send it to the group text including everyone at work. EV-ER-Y-ONE.
You send an email to your boss, explaining an internal obstacle in the form of a less-than-enthusiastic member of the team performing poorly – your boss immediately sends your note to the colleagues boss, leaving your tirade in the body of the message, and cc’s you on the message.
There are hundreds of other “What Did I Just Do” moments. They’ve happened to almost every one of us. This is (one of) mine – lots more of these to come.
Communication 2017 v. 1997
The difference is incomprehensible and impossible to properly describe.
From the 27 year old vantage point I had in ’97 and the tools I then had at my disposal to be a successful communicator, what’s available to us looks incredibly closer to The Jetsons cartoons I watched growing up by comparison than most of us care to acknowledge. Amazing technology continues to evolve and now almost daily improves the way we live, and communication is core to this advancement, for the net result of advanced communication tools is this interconnected world we enjoy.
Monolithic sales organizations doled out precious little in budget for sales training & development at the intersection of the digital evolution of the equipment we sold.
While the introduction of networking technology was a boon to those of us savvy enough to learn how to sell it, it was a virtual pipe-dream to actually obtain (and therefore learn) the technology we were selling, as nearly all our sales offices lacked the basic networking infrastructure necessary to connect devices (much less hope our computer spoke the same operating language as the device). We had workplace-altering capability, and we needed to learn how to sell without the most basic understanding of the products we sold. (Sound familiar?)
Information about digital technology and it’s capability were not easily accessed by anyone (sellers NOR buyers, we all had the same problem) but the earliest of sales adopters outsold their peers primarily as a result of acquiring and refining one key non technology related skill in selling new technology to buyers of varied expertise themselves- the ability to equate the benefits of the technology to decreased costs associated with running their business – the harder the cost, the faster the yes.
Achieving this objective required a developed skill for earning the trust of potential buyers, as they often needed to share key financial information about both their business as well as it’s associated cost of operation in this key cost container to make an educated decision. They didn’t know the formula, but they had the inputs. Only by working together could the analysis be effective, and only by figuring out what motivated a buying decision of this magnitude could success be courted, much less expected.
I was the lead in teaching this new technology to our Midwest sales force, mostly by pitching existing clients our staff were selling other product lines. While there were pockets of quota-busting success, there were also entire sales teams taking a “something to ignore” position. Specialization projects had historically left reps & prospects unfulfilled and occasionally cost salespeople a portion of their client base. One such team lived in my assignment. Their scorn was built more from experience than disdain, and they had a historical right to feel that way. Not this time, however!
Forced compliance to the program took the form of a monthly conference call to discuss developments in our offering, new sales intelligence about ours & competing solutions and answer any prospect or deal questions the team might have. Sound inspiring?
It was nearing the end of the last of what had by then become a 6-call in a row death-march. The misery was palpable, and as we ended the call and as I proceeded to slam the phone back in it’s cradle (yes, it was THAT long ago), I let loose a bellow;
“That is by FAR the WORST sales group in the entire company. I LITERALLY* (*contents edited to make the story suitable for parents and their children at bedtime) hate talking to them”
We were on speaker phone.
They were still there.
It’s a day I cannot and don’t intend to forget.
While I defended myself vehemently at the time, it’s obvious in retrospect that a BIG motivator behind them not coming around was a mix of tenure, diminished excitement after adopting numerous other failed corporate objectives (they were the sales team in the Company HQ city and wanted to put their best foot forward) and those circumstances together had left them cynical. I hadn’t done enough to convince the manager the potential value of time devoted to the growth of my vertical. His people were ok with me, he was not and the results reflected that fact.
While it’s been 15+ years since that story actually occurred, the moment seems as clear as yesterday. Within the collection of moments like these, you grow most often when turning away from self-promotion and seek ways to help people in your tribe be successful and make memories for themselves and their families.
Relationship building requires the ability to overcome the obstacles. That pre-internet Sales Team faced the same obstacles many of us have today, even though the means we have to communicate with one another have exploded.
I hypothesize a problem – we don’t tell each other how we prefer to use varied & shared communication methods. It either works itself out, or you lose touch. Maybe you’re texting me and I want to talk on the phone. Maybe you like SnapChat but I only want to trade goofy filters on that channel. Can’t you just send me the link to IG? It all comes back to the concept of communication. Be purposeful in the ways you use communication platforms, and don’t be afraid to share your preferences, lest you find yourself on the wrong end of an errant “reply-all” e-mail.
There came that moment in my career when I realized recruiters would struggle working with me.
One visit to my LinkedIn profile raised all kinds of red flags – I’d unwittingly taken one too many visits to the “sales career re-start” section and all of the horrible but effective HR filters meant to weed out chronic under-performers were going to apply to me, even if I wasn’t blindly handing out resumes or applying for random LinkedIn job postings with no inside track. The rumors were understandably swirling, all while my previous managers were writing recommendations on my profile.
I’d long grappled with what my career apex would look like. By achieving noteworthy success in a multitude of roles, I was approached with and accepted an evolving career of “specialist” roles. Jobs like these came with top notch compensation, lots of opportunity for travel and all the benefits of strategic & team selling with none of the managerial baggage found in an average group of direct reports, but they are assuredly the first of the deck chairs thrown from the sinking ship of a bankruptcy-circling Company. I’d had the consecutive bad fortune of having roles among those lines on the spreadsheet in need of paring before the inevitable Board-directed corporate belt-tightening. Not once. Not twice or three times. Four. (Twice by the same Company) Many of my former colleagues in direct sales and sales management roles now hold executive positions for some of the most recognized names in their industries. The roles they held were almost always spared the accountants pen, and in retrospect, their’s were the more direct path to leadership roles. They may not have been smarter or more talented than me, but they knew the importance of being close to the revenue line when times got tight.
It was time to decide; time to bite the bullet and find my top end. Push the limits as hard as possible. I knew I was able, but had no idea where my capability would run out. It was time to channel my #AccidentalEntreprenuer
In the last 24 months:
- I’ve written two sales plans from scratch. While there have been some similarities, each plan was unique to the circumstances of the coverage model chosen and the vagaries of the market served.
- I’ve recruited, trained and hired a grand total 7 salespeople in both inside and outside sales roles
- Created & implemented activity plans delivered and measured via CRM tools, with training on competence and effective use of the tool to support the plan.
- Created & implemented marketing campaigns (often including a social media component) to aid the sales effort, with occasional front-page worthy effectiveness.
- Made a tangible difference in the markets in which we were competing. Our presence has made a difference in the way consumers buy the products we sell. The evidence is on the revenue and profit lines.
- Worked to the point of utter exhaustion
- Argued, yelled and fought for what I believed in with people dead set against my ideas seeing the light of day
- Passed countless sleepless nights trying to stay ahead of the crushing workload awaiting me once I decided to stop pretending to sleep
- Apologized directly to clients for not being able to make the promises I’d made to them come true, all the while working to make the best of the situation for all parties involved – often working to alter client plans to accommodate our shortcomings
- Gained 15 lbs of worry weight and ignored the need to maintain the healthy lifestyle necessary to cope with crushing amounts of stress.
I’m truly the eptiome of the #AccidentalEntreprenuer.
The results have been extraordinary. I’ve come to understand the outer edges of my coping limits. In searching for those edges, I’ve also developed a healthy understanding of the edges I’m willing to seek – and those I’m not. This sharpened understanding has afforded me an accelerated pace in decision making and a sense of the most effective actions possible to move a sales plan forward for a brand new team and formed the foundation for the sales training program I’ve delivered to each of the teams I’ve created.
I’m not a finished product, but I’m no shrinking violet. Each positive step forward gives me more confidence to keep pushing those previously suffocating self-imposed limits on my capability. Make no mistake, we’ve not created the next Google, but I can sense the confidence of my latest recruits – they don’t know they’re not supposed to succeed, so why WOULD they fail?
My only regret is not having figured out how to arrive here SO MUCH sooner. The argument is “you need to go thru that to get here” and I cannot discount the value of the path in this journey, but a healthy understanding of how to push the edges of my capability would have hastened the journey. Perhaps those of you reading along might ask yourself the same question.
Will you explore the edges of your capability in an attempt to serve your inherent ability?
Elegant problem-solving via data & technology. User experience focused. Make the 40+ hours per week devoted to vocation the best hours possible. Embrace #thehustle.
We’re a Company based in the realities of today. We have something to say and we’re willing to say it in a voice of our own. We’re #TheRedTieSociety, a collective of #ExcellentHumanBeings.
We’re market-researchers, we’re hypothesis-testers.
Oh, yeah. We also happen to sell really cool custom suits and shirts for $250 & $50, respectively, delivered to your door in 14 days. Today, we focus the brand on those times in your life when you’d stand out in a custom suit – weddings & other formal events, young professionals beginning their careers, anyone searching for the flexibility a lower price point provides for suit ownership. We want you to find us in those moments when you need to look your best, and it doesn’t have to cost you a missed trip or concert festival ticket.
I had the good fortune to attend The Internet Summit last week in Raleigh, NC. My good friend and partner in joy-spreading Danny Rosin and I conducted a few experiments while participating in the event over the course of 30 hours. Being the gracious friend he is, Danny took great pains to introduce me to an excellent cross-section of participants; young & old, male & female, red & blue. Our objective: what kind of initial reaction would the SnapSuits value proposition engender from participants?
I’m kicking myself for not recording the responses. They were THAT good.
I met a bunch of really great people (Hudson Haines, Cole Watts, Chris Cimino, Devin Kelley amongst many others) and we couldn’t seem to find one person to tell us the SnapSuits premise wasn’t valid. We DID hear some people tell us they wear more Sport Coats than suits, but NOT ONE PERSON could give me a reason our concept shouldn’t fly, and I’m expecting a few orders after Thanksgiving. Hypothesis tested. Results confirm the validity of the business model.
An e-commerce driven, direct to consumer solution designed to significantly alter the current status quo for custom apparel is the foundation of our business , but it’s our desire to bring a human element to the way we interact with people even when we’re having them buy from us online. The hybrid model lives here at SnapSuits.
Articles are infrequently written from the 1st person perspective of someone in the middle of building a start-up from scratch. Even less frequently found are examinations of the means by which this level of specialization might be approached. I welcome each of you to follow along with this chronicle.
Meanwhile, if you’d like to keep an eye on the brand, please feel free to check us out in all of places you’d expect to find us.
It was a sunshine-splashed day in our Itasca, IL office, but the mood of the women in the bullpen was anything but sunny. As I made my way into the office and got over to the coffee machine, I realized that something was wrong. Not your everyday “someone has a case of the Monday’s” kind of wrong, but real, palpable issues that were going to need my attention.
I had expected some tension; we’d recently won a multi-million dollar account, and after the predictable calm that comes with the on-boarding of a new client, the web-site had gone live and we’d been promoting it with the client in earnest in the month leading up to my visit. With increased workload comes the prospect of tension, and this group had little experience in processing the kind of orders our efforts were creating, so the notion of some unease wasn’t out of the ordinary, but what I encountered was something for which none of us were prepared.
I’d no sooner finished stirring in my flavored cream before they’d surrounded me. A semi-circle of confusion, exasperation and anger. Worse yet, one of them was on the verge of tears.
Like the weakest link in a chain, a process is only as strong as the combination of it’s systems and people. We had excellent staff; tenured, professional and hard-working, but the system they were required to use to execute on the business we were creating was SO flawed and convoluted that it was pushing them all to their breaking point, and they needed me to know about, NOW.
As is often the case, we had not taken steps to understand what an increase in order activity would do to their workload, and we had not hired additional staff to shoulder the burden. We were asking them to do more with the same resources, expecting that the systems would be capable of processing the increased volume. We couldn’t have been more wrong, and it was quickly ruining our best people.
We were asking them to do more with the same resources, expecting that the systems would be capable of processing the increased volume.
Here’s what I’ve come to understand. Often, your order management staff are bound by your systems, almost all of which have some degree of constraint that come along with them. Because they are focused on productivity, your order management staff limp along with those limitations and become accustomed to working within them so as to ensure the continuing flow of revenue. But that doesn’t mean the system works well. When you add more volume to the mix, it’s only natural for the possibility of the type of revolt I encountered to occur should your team be pushed beyond their threshold of ability to manage that new volume within the context of their overall workload. It often won’t be until the moment that you’ve pushed them too far that the problem will truly reveal itself, and then you have a real issue on your hands in that you need to service both your existing AND new accounts with the kind of service you’ve promised (which most likely won you the business in the 1st place). It’s very hard to remodel a plane at 30,000 feet.
As owner, your responsibility must include some degree of attention to your systems, thereby allowing your staff the opportunity to successfully shoulder increasing levels of volume without the expense of additional headcount. Fortunately, as is the case with what we’ve created at Order Commander (as well as many other service offerings available today), there is ample opportunity to partner with service providers to offload time-consuming tasks, thereby freeing your staff to take on that additional volume responsibility as your business grows. A key objective must be to work closely with order management team leaders to prioritize those services which would free the most time for your staff, make the appropriate time investments in learning about those potential service providers and understand when best to introduce them into your order management mix.
The economy is rebounding and many owners that I speak to are enthused about potential growth opportunities. Plan now for that growth and avoid the evil eyes that you might encounter in the bullpen once your business begins to take off.
This isn’t your average birthday. Today I become the age of my father in the year of his passing.
At 20 years old, I had absolutely no idea the profound impact his death would have on my life. In retrospect, many important decisions have been directly influenced by his absence, and I’ve often made decisions out of fear that I would have only those same number of years on Earth. For what seemed like an eternity, I viewed 2014 with dread.
As my children become young men, I’ve left the fear and doubt behind and replaced it with an air of determination; a desire to be a part of their lives in much the same way that I am certain I would have wanted my dad to be in mine. While boys need their mothers, young men need their fathers, as the decisions they face are best measured in the crucible of another man’s experience. We may occasionally chafe at our fathers direction, but the advice is almost always given from a loving place. Just because I was unfortunate doesn’t mean that life is doomed to repeat itself, and fear is a tough place from which to live your life.
So, for those of you celebrating with me today, know the context of this landmark, and do me a special favor. Hug your children and call your Dad (ok, you can call your mom, too). Tell them how much you love them. You never know when you won’t be able to again.
My travels this year sound much like the fabled lyrics to the Johnny Cash song:
I’ve been everywhere, man. Crossed the desert’s bare, man.
I’ve breathed the mountain air, man. Of travel I’ve had my share, man.
I’ve been everywhere.
Mine was a labor of necessity. It was high time we stopped speaking to one another in the corners of the room and brought the conversation to the table. Not just the Regional Association Council table, either. To stand in front of the PPAI Board and admit that we have Associations struggling to survive was what needed to happen, and it did. The future of our continued organization is a discussion to be held by many, not by few. To decide what is best for a practitioner in this industry is only determined when you ask them, and we couldn’t find out without going and speaking to them, face-to-face. It was a lot of work, but we got it done, and I’m proud of our effort in the process.
So, now what? What happens from here?
You’ve told us what you’d like for us to do, and we are working tirelessly to create a chance for you, the community that we represent, to come together and work on the common problems with bright minds from all corners of the continent. Working together starts by understanding what kind of help is most in need, and getting the right minds together to help solve that which comes to light.
2014 and beyond have the benefit of not yet unfolding, but 2013 has the opportunity to become “the year that everything changed”. In 2013 we documented the existence of 4 Big Hairy Challenges for the regional association community:
1) Member Recruitment & Rentention
2) Leadership Recruitment
3) Alternative Revenue Streams
4) Trade Show Health
In doing so, we’ve created a unique opportunity to work together on ways to lessen the impact of these universal challenges, and focus on opportunities to improve together. We heard loud and clear your desire to create and have us facilitate a benchmarking exercise, and we are well down the path of that effort today. I cannot stress how imperative it is for us to have meaningful participation from you. This exercise belongs to you, it is merely our objective to make it happen and help everyone understand how to use the information the exercise creates in ways that help ALL regionals.
Should we be successful in our benchmarking efforts, we collectively will have a tremendous opportunity to drastically improve the value that RAC provides its constituency, and strengthen the very reason why someone might choose to participate at the Regional level.
Your RAC Board as a group has a strong sense of common purpose and an evolving skill set. With good information and collaboration I’m confident new roads will be forged and new sources of income will be identified.
I was asked recently for my feedback on this year. In reply, I suggested that my tenure as President will not be judgement worthy until some time in the future, as much of what we are trying to accomplish going forward was created in my time as President. While I can’t be assured of the success or failure of the effort, I am extremely proud of the work this Board has done in a very dynamic and often changing environment. Being on the RAC Board means something different than it did when I joined the Board and I am proud to have been a part of our transformation.
As I hand the reins over to Ted Fuehr in 2014, it becomes YOUR turn. With your input, Ted will direct our activities; we can do nothing but improve and each of you have something of value to share. While as Past President it will be my responsibility to help shape the future of our Board, I’m excited for Ted’s opportunity to seize this moment and preside over a watershed moment in Regional Association history.
Take this moment to find your own inspiration about that which you’d like to improve in our industry, and seek me out so I can help you get involved.
Until next time.