As I was working recently in the establishment of a local Chamber of Commerce in the North Dallas Metro Area, I repeated again the most effective truism in our industry.

During the original Presidential Campaign of Bill Clinton, a theme was developed that “rang” so true to many Americans that it was a major factor in his campaign.

When they heard the words: “It’s the economy stupid!” many voters were wooed to his campaign and eventually to casting a ballot on behalf of his candidacy.

Although I never was an admirer of his candidacy or his Presidency, I have long admired his associates and the way they made their point.

In our industry, such a theme exists as well:
                        “It’s the resources stupid!”

Recently, I conducted the 500th Board Retreat of my career, and yet that theme was with me at the first I conducted in 1990.

The volunteers we serve have a different perspective: they look at the importance, the fun, or the charm of a potential project…and seldom do they analyze how much time (staff hours, volunteer hours), printing and promotion costs, possible profits, etc. are involved.

The volunteers look from their perspective, while staff is responsible for analyzing and reporting the project from a different perspective: anticipated costs, total profit if any, etc.

The sincere volunteer says, “Wouldn’t it be nice if…?  The effective staffer responds, “What a great idea…let’s see how much resource it will take to accomplish it!’

Unfortunately, no chamber exec or staff member can afford the luxury of saying, “it’s the resources, stupid!”…but we can make sure that even the most ardent chamber volunteer or chamber board member understands the “bottom line.”

And so, we, as dutiful and polished execs, don’t explain the issue in the crude but effective way it was stated by Clinton’s staffers…we say the same thing simply by pointing out how much resource (staff time, dollars, volunteer hours) must be expended,

Rather than repeat the words we are most tempted to say…we simply say, “here is our analysis of resources required and/or anticipated profits or losses.”

Curiously enough…it works both ways!
AR

Through the window of the plane, it was cloudy and gray...too cool to already be springtime, and as I looked out I was thinking of dozens of reasons I should have stayed in Austin.

Later that early March evening I would be in Oklahoma City at a dinner honoring former Oklahoma State Chamber CEO Dick Rush for his outstanding service in that state. Previously, Dick served for many years as the Regional Manager of the US Chamber in Dallas. His leadership was a major factor in the establishment of the Center for Chamber of Commerce Excellence, certified through the University of Oklahoma, but that was not why I was on the plane. .

I am a CCE because of Dick Rush, as he made me and two other close friends pledge to seek that designation, but that was not my reason either.

Dick is a friend, but that didn't get me to Oklahoma City.

My counterpoint at the State Chamber in Oklahoma knew me well enough to "ring my bell" and get me to come.  All she emailed me was "several of your old friends, Paul Harvel (Arkansas), and Jimmy Lyles, (Louisiana) are coming."  "Damn!" I thought...Now I'll have to go.

.

In the 1980's, Dick talked the three of us into seeking the CCE, and I called us "The Musketeers."  Four men, fighting for the right: to become certified CCE's.

Why was I on the plane to Oklahoma City?   To join two old "Musketeer" friends, and another, Ken Moore, who was a major factor in organizing the Center of Chamber Excellence, that now had some 70 chamber staffers and execs from four states attend the early March sessions in Grapevine.

We all met at the dinner and reception honoring our "D'Artagnan," Dick Rush.  A former Governor of Oklahoma emceed an event where the state's business leaders paid homage to a chamber exec who had made such a difference. But ,that wasn't why I was at the reception and dinner as well. As I enjoyed the company of my old friends and raised a toast to our "Musketeer," I realized why I was there.

Because of the privilege of working in our industry, I met three remarkable men, and was a friend as well of Dick's wife Kris, and Paul's dear wife Barbara, and that was the reason I had traveled 600 miles...to see some wonderful old friends...friends that I would never have known were it not for our unique industry that allows us to develop such relationships,

The next morning, as I boarded a 6:30 a.m. flight to return to Austin, I reflected on those close friends I had only known because of unique opportunities that become available to you and me.  As the plane lifted, while sitting in seat 8F, I raised my glass of orange juice to those fellow "musketeers" that I found during my career.

 I deeply hope that you find yours...they are out there at every meeting, conference call, convention, or education program you attend...and I wish you  the best in developing those special relationships that will cause you, many years later, to board a plane and go and hug your friends and their spouses and remember those very special days you shared together.

AR

I can always tell its spring...there are four factors:

1) The clouds disappear

2) The trees and grass are sprouting

3) The sweaters go back in the closet, and

4) The Chamber Committees are at their most active.

Springtime is probably the most enthusiastic and energetic period in our industry.  Our new Chair is enthusiastically involved on the projects determined at the Winter Retreat, the Board starts to activate their assigned projects, and volunteers are most willing to be involved.

What does that tell an agressive chamber exec?  Now is the time to move on many projects (planning or activation) so that those who need to carry them out are prepared to do so.

Phone calls to committee chairs, division heads, and staff managers are best made this week...getting them on record on completion dates, making progress reports, establishing strategies, etc.

Most importantly, efforts right now set aside the most difficult times in October and November when the volunteers, Board, and you are saying, "How come we didn't make that happen?"

If you are familiar with poker, I am telling you that in March and April, your hidden card hands include a pair of Aces!"  By fall, when you peek at your cards you'll see a three and a six.

Enjoy these days for the good feelings they bring and for the opportunity to "gat ready for project completion."  As spring disappears, so does the opportunity to have successful fall projects.

AR

When many of you meet and you have the burden of listening to my presentations...I tell you how lucky you are and how exciting our industry is...and how you can make a difference!

Then, I visit with many of you over the phone or through an email about all the trials and tribulations of our industry.

Quite often we talk about those "damned volunteers!"...and we act just like the local Boy Scout leader who says: "This would be a great organization, if it weren't for those damned kids!"

Is our work frustrating? Yes! ...unreasonable and difficult? Sure.  Those "damned volunteers" don't have enough answers, and yet they act very quickly and sometimes go off in the wrong direction!

OK I've gotten it out of my system, but just a minute... those same volunteers have a job, food, families to maintain, bills to pay...and then they get around to my chamber, while it's my daily job to watch over the chamber, its' programs and challenges.  It's my job to quit pointing the finger and to take the time to get the information and to make the solid argunments before their bad decision is made.

When we really think about it...you and I are often the problem, because we sit at their side and take notes, rather than researching how that is handled by other chambers, or investigating the cost and potential pitfalls.

Final conclusion: in many instances the problem may lie in our inability to present a just case before the decision has been made (Why? "Well I am so busy on some internal administrivia that I don't find the time to let my leadership know all the sides of the argument"), and, of course, sometimes "they" can make a bad decision...but not often, if my staff and I have done our homework.

What a great job you and I have, and what a pain in the rear it can be! 

Do we want to suffer less?  Well look around... you may find that a comic strip character from the 1950's may have gotten it right when he said, "We have met the enemy and he is us!"

OK, sometimes the mistake is your fault, and sometimes "they" just made a bad decision, but either way...much of what resulted at year end still was important in your town!

AR

At the peak of the certifications is the CCE, with only a handful of Texas Execs who have reached that pinnacle...then the IOM, requiring a full week per year for 4 years at a Chamber Institute at one of 5 US Universities throughout the US, and then there are the courses offered through TCCE (Chamber Basics in August, or the Center for Chamber of Commerce Excellence starting in Dallas on March 1).

Last October I told you my favorite old joke about a man who desperately needed the Lord's help...his wife was ailing, his daughter was dying and his son had been in a recent accident, and...he was out of resource to address their needs, and so:

He prayed to the Lord to let him win the lottery!  And, each time the winners were announced, he chastised the Lord in his prayers: "Dear Lord, you know my needs and you have not made me a winner yet!"  Finally, after another lottery announced a winner and the man was not on the list, he bent over in prayer again, and said, Dear Lord...you have not made me a winner again even though my need is desperately worthy." Then the man heard a thunderclap, and heard, for the first time the voice of his Lord!"  The voice simply said, "Buy a ticket!"

Neither you nor I should wait for our volunteers to acknowledge our work, as we are paid to do what we do, but we can raise ourselves higher if we "Buy a ticket!"

I remind you today that your ticket should be bought this week to: Center for Chamber of Commerce Excellence in Dallas on March 1, or to the TCCE Annual Conference in late June, or Chamber Basics in August or to the Volunteer Leaders Conference in October.

You want to grow...you want to expand...you want better skills...the answer is there: But you have to buy your ticket, and for some of you reading this blog, the train is leaving the station.

AR

As one of our state's best educational opportunities approaches, I find myself thinking of the many educational opportunities available to Chamber professionals.

In a time long, long ago (when I was a new chamber exec), Institute was a 7-year program, followed by the 3-year Academy of Organization Management at Notre Dame.  Those two programs alone occupied 10 weeks (one each year) of my education in our industry, and then, of course, I attended TCCE meetings and conferences.

In some ways, as Institute became a 4 year program, TCCE has filled some voids (the Chamber Basics Course, and special "break-outs" at our annual conference), but some of us don't pay any attention to one of the best education opportunities available.

The Center for Chamber Excellence was started by TCCE and the state execs associations of Oklahoma and Arkansas and now has been joined by associations in Louisiana and Kansas.

For the first 3 days of March, you should not pass this opportunity to go to Dallas and grow your skills...particularly since the curriculum is now at 3 stages: Beginners, Seasoned Execs, and Advanced Execs.

The curriculum for the advanced "pros" changes each year, so they can continue to stretch and learn.

Do this for me today: On your computer enter "Center for Chamber Excellence"  and look at the agenda,the instructors, and the schedule. 

Then register by February 5 and get the early "low rate."

Three days of networking with your peers, time away from the chaos of your office, and, a Certificate from the certifying Institution: The University of Oklahoma...what a deal!

When you come, and you most certainly should:  on that Monday come down the hall that morning where I am delivering a speech that you are all too familiar with, as I speak to all the new chamber execs in the five participating states.

I hope to see you there...not for my sake, but for yours...it's a great opportunity to learn more. And I'll drop by a course or two...I am still learning as well.

AR

It is time again for you me to step into the arena, at the instruction of your newly chosen leaders, fighting for a full twelve months the battles selected by the elected/selected leadership (Caesar).

The tradition so very long ago was for crowds to enter an arena to watch gladiators fight battles, some winning, and losers dying, while most of those watching are absolutely fascinated and then go on with their lives.

As descendants of a heritage left to us by those gladiators, in 2010 you and I grab the weapons given us (volunteers, boards, members, dues income, event income, etc.) and step into the arena, saluting our membership as they wait and watch, and, when we strike an impressive blow, cheering for us.

I hope for you that you have been well armed with a good plan of action and some formidable volunteers to fight at your side.

The doors to 2010 are opening, gladiator...pick up your weapons and, with your plan in hand, enter the arena...and repeat after me: "Hail Caesar!"

AR

As you slow down a bit this week to "catch up" on files and letters that have been unattended for a long time, it's time to look back over the last 12 months.

In a somewhat declining economy, many chambers have reduced some programs and services to manage to hold onto a balanced budget-year, and...

It's time to look back and see what happened in '09:

Answer these questions privately and quietly to yourself:

1. Will you end the year with either a balanced budget or with sufficient reserves to cover the "short-fall?"
   1. If the answer to 1) is "no," the next question is: does next year's plan include raising sufficient funds to offset the 2009 losses?
2. Is our membership base close to what it was when we started in 2009?
   1. If the answer is "no," have you established a plan to increase the base in 2010?
   2. If the answer is "yes," or "it is increased," pause, smile, and tell yourself, "well done!"
3. Has your volunteer leadership for 2010 established a general operational plan with established goals for the upcoming year?
   1. If the answer is "yes," breathe a sigh of relief and allow a big grin to attach itself to your lips this week.
   2. If the answer is "no," there is still time to make it happen in January, and you should do so.
4. Have you made some effort to better-train your staff associates, or, as a staffer, have you improved your skills to better serve the organization?
   1. If the answer is "yes," smile, congratulate yourself and the staff members whose skills are improved because of an enlightened approach.
   2. If the answer is "no," call me and we'll talk and cry together, and then make a Resolution to improve your attitude in 2010!
5. Finally, is your local economy somewhat better than it would have been had your chamber not held an event, created a job, taught an employee, etc. that caused an extra dollar to be spent in your service area?
   1. If your answer is "no," please don't call me, the harm is beyond my assistance, but if...
   2. The answer is "yes," lift a small dram of your favorite in your special amber glass this holiday season, and congratulate yourself and your volunteer leaders, because all of this would not be better without you or your leadership.

And, to those who responded with a "yes" on 5) (b), I will, this evening sample a modest taste of my favorite and lift my glass to you...Happy Holiday.

AR

Don't lie...you are already looking forward to it!

Three days away from your office next week...no phone calls...no staff relationship issues...no zealous volunteers.

Don't feel guilty...every parent I have known deeply loved their children and couldn't wait to get away for a few days.

While I am preparing my incredibly special cornbread dressing for a meal I will only be sharing with one person, many of you will have a houseful, but no matter...it's fun...tiring but fun.

Make yourself stay away from your office and ignore the work you plan to bring home...you need the time away!

There is not a single job in this world I would rather have had in my life, at least since I have no voice for the Opera and am not likely to conduct the Philharmonic.  I have loved our industry the first day I started and, with the exception of nearly six years at one chamber that nearly killed me, it has all been special, but...

Just like a parent needs some quiet time and a priest doesn't need to always be in the confessional, you need the time away...take it and either forget and get away or exhaust yourself with family and friends...either way:

I, as your confessor absolve you from all guilt: eat drink, and enjoy

AR

How encouraging it is to be facilitating several Board Retreats and speaking at several Annual Banquets and finding that local Chambers may be having some difficult times, but they seem to be resolving their challenges and still operating some excellent programs.

During the last week I have been in Paris (banquet speech, Schertz (re-organizing a program), Angleton (strategic planning), and Humble (now Lake Houston) as they reach out to become a more regional organization.

What I am finding is that some chambers, admittedly, are having a more difficult time holding onto their members and meeting their budget, but...I am also finding groups of enthusiastic volunteers and capable staff members who are developing improved programs and more ambitious projects.

None of these chambers or the others I have visited this fall are stepping back and easing their programming or program, even though the economy in their area is not growing as enthusiastically and more members are unable to pay their annual dues.

Texas chambers are still holding on in some areas and still increasing services and programming in others!

The short-term future may not be the best we have seen, but most Chambers are still seeing positive potential and are pursuing it with great enthusiasm.

Lemonade out of economic lemons? Perhaps...or perhaps wise downsizing to continue to meet an important need.

Either way, at least in many Texas Chambers, there continues to be enthusiasm and support as the local chamber steps forward to develop and grow their community or the pocketbook of individual members.

I love our industry!

AR>

I'll never forget how many times I regretted all of the necessities of holding an annual meeting or banquet...the catering arrangements, a speaker, ticket printing and sales, etc.etc.etc.

Oh how hard, and oh, how I dreaded the occasion, and yet...

Now that I often speak at annual banquets, I am developing a different perspective.

Admittedly, I may be seeing it all through  "rose-colored glasses," as I am speaking at these events.

But, I have also developed a different perspective.

Only last night, I spoke to some 300 people at a North East Texas Chamber Banquet with some 300 people in attendance.

I knew the material would work as I have used it many times before, and I had not visited the town or chamber for nearly 15 years.

So, quite comfortable with my material, I sat at the head table and watched...you know the scenario: staff handling registration, overseeing catering and all arrangements, and the Ambassadors greeting and working the room.

But what you don't know (as I didn't when I was overseeing my chamber banquets) is that there are several very fine moments on these occasions: In many communities the chamber's banquet is a major social occasion where old friends and community leaders gather and visit before and after the banquet, and where, publicly, the influence of the Chamber is acknowledged simply through the presence of City Council members, Mayors and County Judges, State Representatives and Senators and other influential officials.

And how special it is to see so many community leaders pay tribute to their "can do" local chamber.

It was a delight to watch all that last night, and then to stand and speak to them about the importance of their efforts.

And then, last night, the three most vital factors worked together: the food was good...we were finished before 9 p.m. ...and their speaker was brilliant! AR                                  

Several months ago I repeated a joke about a man who prayed to win the lottery, and kept complaining to God that his prayers had not been answered, until finally, he heard a clap of thunder, and a voice saying: "Abraham, buy a ticket!"

I am asking you today if you have bought a ticket! 

Chambers today are facing the challenge of stagnant or declining income, and I ask, "What are you doing about it?"

Some chambers in Texas are innovating or improving on projects and activities, while others are repeating the same litany that was in their Plan of Action last years and many years earlier.

While our chamber friends in Lubbock and Longview have been joined by other chambers that learned from their successes in developing pools of employers that are able, through their chamber membership, to get better and less expensive health care for their employees...with the member benefiting and the chamber's budget expanding, others continue “what we did last year.”

Many of our vendors offering directories and maps are making extra efforts to sell as much as they can during this economic decline so that the advertiser is happy and the chamber receives a nice addition to their income, and...

More than 30 Texas chambers have become part of an innovative electronic coalition that is able to offer to their members a discount on utility consumption, and, while their member saves money, the local chamber receives a healthy commission!

I raise my glass to those chambers that are innovating, and ask those who continue operating "the way we have always done it" to investigate what they can do to better serve their member and add to their bottom line.

Do your homework...the examples are out there, but you have to buy a ticket.                                                           

AR

For more than 100 years, chamber executives in Texas have been following the same ritual...prepare for the new year and new Chair, complete this year's projects, and prepare for the incoming year and projects.

Those of you who are on the "top of your game" will experience little surprise, as you were there several years ago, when your leadership was selected and you knew who your 2010 Chair would be three to five years ago.. Others of you are waiting so that you will find out next year's Chair before Thanksgiving. (What's wrong with this picture!).

Planning is the key...do you have one.

You should make sure that your Board selects its leadership well in advance, so that the transition from one Chair to another is relatively seamless. I did say "relatively." Some Incoming Chairs may have a personality that is difficult to work with or around...but, that is a major reason that should cause you to see that you know when they will serve as Chair years before it happens.

You need to establish procedures to select a "leadership line" well in advance of when each individual is called on to lead. To do so is a must, and it is totally accomplishable if you do your homework.

As you are preparing for this year's end, look beyond at who is coming next...if you don't know the answer to that question, it is time to alter your leadership selection policies in your bylaws.

If you do know the answer to that question...you should already have been sitting down with your leaders-to-be and developing the relationship and planning for their year's successes.

Years ago, my TCCE associate Sean Corrigan was standing by me when I tried to get into my car, and the lock was not reacting to the electronic key I was pressing...I couldn't get in my car! As I said, "I'll have to call a locksmith, Sean smiled and said, "Art, use your key!"

I had become so dependent on the button to open my car door, I had forgotten that I held the key in my hand.

Your key is in a closely pre-developed relationship with your incoming leadership and a list of projects and approaches for their consideration long before they are handed their gavel.

For you today, the key to next year's successes is in your hands...use it

AR

The photographs of the awards presented at the recent 2009 Volunteer Conference are available for viewing and download on the web site at:

www.tcce.org/VolConf09.asp

Some 60 to 80 individuals will be in Austin tomorrow to attend the annual Volunteer Conference offered through TCCE. 

 Half of them will be incoming Chairs or volunteer leaders!

Years ago, past TCCE Chair Mike George came to me and said, "Art, what do you think about this idea?  Shouldn't we offer some training to our volunteer leadership as well?"

I looked at him with my lips puckered, and an angry demeanor in my visage, and he said, "How did this question make you angry?" and, I responded, "I am furious that I didn't think of it!"

Mike stumbled across one of the most innovative approaches we have taken in a long time...to train our upcoming leadership contrasting the role of the volunteer with that of the staff and CEO, before they preside as Chair.

And it works...dozens of incoming Chairs will leave Austin tomorrow much better prepared to preside over their Chamber than they were before the meeting, and, even more importantly, with an understanding of the relationship between staff and volunteers.

Not going? Shame on You!  Don't let your volunteer Chair know that you thought so little of them that you denied them the opportunity to participate.  Even if they are highly skilled, it is a great opportunity they are missing to network with dozens of other volunteer leaders ...realizing that they are not at all alone!

Now for your penance, my son/daughter: Say three "I am sorry's" and take out a pen and mark your calendar for Friday, October 8, 2011 and take your next Chair-Elect to Austin.

Forgiveness awaits...just do it.                                            AR

As I am working a few hours less per week at the job than I used to, I have taken up playing a game that I had not touched for 40 years...Duplicate Bridge.

Although I enjoy my Tuesday game very much, I see some analogies between the rules of that game and the rules of operating an excellent Chamber of Commerce.

Duplicate Bridge is the most even-handed game I have ever seen, because every team that sits at a table is playing the very same "hand" that their competitors are.  The team you are playing against at one table is competing against every team sitting in their direction that day, and you and your partner are only competing against those sitting in your direction, and through a complicated process, those competing against you will play the same bridge hands that you are playing.

As a result, you are unable to find an excuse for bad play, and should take exceptional pride in making the highest score on the hand as your team played it better than any other.

In many Chambers in Texas right now, there are some difficult times upon us...declining participation and memberships, and volunteer participation in decline.

For many years we enjoyed the good hands dealt our Chamber (the economy, job market, euphoria about the stock market, etc.), and now we are facing tighter circumstances.

Just like this duplicate bridge player, your job is to play the hand you are dealt (the same as every one of your chamber peers) and do the very best with it.

Look around you at nearby chambers and see if they have any exceptional ideas or programs that you can make your own, or...innovate. Now is the time for you to consider a new program that will attract members and their support, not just to cancel those projects of little value.

Remember that you have been dealt approximately the same hand that your neighboring chambers have, and more than anyone else in your organization, it's time for you to play those cards as well as they can be played.

Is it harder? Yes. Does it take even more of your time? Yes. Are there fewer volunteers able to assist? Yes. Is it possible to get through it all and have a better organization as a result? Absolutely.

Now...look at your cards and play them well.                      AR

Sometimes it is difficult for people to keep their mouths shut...most times it is impossible for me to do so!

You and I are in a very "public" industry, and, therefore, when we say something it becomes a little too official.

Generations ago, legend has it that the new Chamber CEO of a major Texas City was enjoying his first full day on the job, and, at a meeting of his Chamber Board, he was asked, "I understand that you have bought a home in one of our satellite cities (I won't give the name), and he replied, yes we have bought a house in XXXXXXXXX (you figure out what Texas metro city has that many letters).

A Board member then asked, well why did you not buy your home here? His response was, "Well, we looked around and the best schools are in XXXXXXXXX."

The next day, as he found himself unemployed by that Chamber, I suspect that he acknowledged how unfortunate his choice of words was.

This story was a legend in our industry when I started as a chamber staffer in the early 70's, but every one of us should accept the important lesson here.

Sometimes, we can give too much information!  Because we are quoted by other citizens right after we make an observation, we should always be thoughtful and cautious about our comments, public or private.

You will be often quoted, and sometimes misquoted or misconstrued, even if you just whispered in the ear of one individual.

The old proverb states that "Silence is Golden!"  The old proverb is right.

Until you find it necessary to respond to the question or make the statement on behalf of your Chamber, the best approach is that of silence.

We spend a great deal of our time speaking on behalf of positions or actions taken by our Chamber...we should seldom share our personal opinions or insights no matter how appropriate they are.

Your Board decides...you facilitate.  Einstein's parrot was never held responsible for the theory of relativity. It could, however, recite it.

As you and I, through action, word, and deed, recite our Board's positions and beliefs...we should keep our own thoughts to ourselves, mumbling them in our auto as we drive to the next meeting alone.

Unless we are asked by our leadership, we should hold our personal opinion hostage, as too often when we release that opinion, those we serve may be harmed and we may lose the respect of those most important to us.

Silence is golden.

We work, we recommend. They decide and we facilitate...but we are  facilitating "their decision," and that's the way it should be.

AR

Years ago, when I was the CEO of a chamber with more than 20 staff members, I had an experience that I still recall.

One morning, one of my department heads came in, shut the door, sat down and said, "Art, we have a problem." I replied, "What is it?" and she responded, "You!"

She then told me that I was spending too much time looking too closely over the shoulder of the staff members to whom I had assigned specific projects. She explained that there was a reporting procedure that I had established, but I, too often, would drop by and stick my nose in their project.

I remember being delighted for two reasons: First, my request that all staffers feel free to discuss problems with their assigned supervisor, and she was sitting across from me doing exactly that. Secondly, she was probably right...it is sometimes hard to let go.

In my own defense, I replied, "Well sometimes I can't see the forest for the trees, and she replied, "Art, you can't even see the trees!"

Whether we are management or staff, we often spend so much time on the details of a project that we have no time to tell our supervisor or our volunteers what we are doing.

In addition to forests, there are trees, but there are saplings, soil preparation before the planting, selection of fertile places to plant, etc.

You and I live in a world where planning is key to many successes, but we should never lose sight of the fact that when the project is on-going, we should have a proper procedure for reporting (both upward to the supervisor and downward to your Chairs and their volunteers and other support staff)...and only when all of that is in order, does management stay out of the way and let the staff members and volunteers complete their assigned responsibilities.

Establish the procedures and good results will follow.

AR

Two weeks ago, I missed, for the first time, my opportunity to instruct at our annual Chamber Basics Course, but I had an unavoidable appointment to meet with some rainbow trout.

Upon my return to Austin, I placed my fly rod in the closet for another 12 months, and placed my call to the Basics Course Chair, Matt McCormick (Lewisville Area).  That phone call caused me to write this blog.

After Matt and I discussed the participation of some 60 staff members and chamber execs from all over our state, I asked about our excellent instructors.  Matt told me about the fine presentation of Chris Wallace (Greater Irving-Las Colinas) on Membership and Retention, of Royce Hickman (Bryan-College Station) on Volunteer and Board Relations, and of Eddie McBride (Lubbock) on Non Dues Revenue.

I then asked about the presentation on Marketing & Communications by Jenna Armstrong (Humble Area) whose first presentation to a TCCE audience had been very well received.

Matt simply replied to my question, "As she started, I ran and got a pencil and started writing."

That single observation reminded me of one of the great blessings of our industry...there is always something else to learn!

Even as Vice-Chair of TCCE and a member of the US Chamber's Board of Regents for Institute, Matt had rcognized that he was hearing something of value and he made his notes.

When you get IOM or even CCE behind your name, there is still much more to learn.

60 participants learned from Matt and Chris, from Royce, and Eddie, and from Jenna that day, and I learned from Matt a little later. The line is continuous and never ending.  We learn...we share.

And, if you don't grasp that reality, the only one who will appreciate your inability to understand that fact will be your successor.

AR

If you ever find yourself in my office in Austin some day, you will see behind me, on the screen saver on my computer, the words: The Fault Dear Brutus streaming across my screen consistently.

I chose that single phrase as my screen saver more than 10 years ago when I was organizing my new computer, and I have used it on every screen I have had since...a constant reminder of something I have found very important in my life, and in my career.

Each of us must carry our own value system with us to the work we perform daily...making sure that those principles that we hold most dear are never abandoned in favor of a zealous majority or well-meaning allies. Sometimes you and I must stand fast and speak out, not often, and only when necessary, and "speaking out" usually in the form of a whisper in the ear of our Chair, or an expression of concern at an executive committee meeting.

And, even then, after you have shared your concern or disagreement, you should never forget that your job is to perform the will of the majority. I am not arguing that you should go your own way, only that you should not walk away from important principles. Rather, you should share them with your leadership when appropriate, and, after being heard, simply carry out the will of those who employ you.

William Shakespeare understood that when, more than 400 years ago, he wrote about the villains in his play Julius Caesar. After murdering Caesar in the Forum, months later they were watching as their soldiers were losing a major battle, and Brutus was bemoaning all of the things that had gone wrong, and Shakespeare had Cassius say to Brutus, "The fault dear Brutus lies not in the stars, but in ourselves that we are underlings." In today's parlance, Cassius would simply have said, "quit blaming everything and everyone else, most of it is our fault."

As you serve as an active and aggressive chamber organization exec, you, your volunteers and your active leadership will make mistakes! And, even if you have cautioned against the action, your job is to stand out front beside or in the place of those leaders and say, "We made a mistake."

Do not make excuses, but do make apologies where appropriate.

The coward that denies the blunder is the one who eventually pays the highest price of all. The decision of your leadership becomes yours the moment it is made, and, even when you have cautioned against it, you speak encouragingly on its behalf when asked...and, when it simply turns out to be a bad idea, your next response should be, "Yes, it was a mistake, but here is what we are going to do about it!" A Chamber "pro" does not, like Brutus, wallow in the error. He or she is the first to suggest the best way to correct it.

AR