BNI & The Power of One: Episode Summary

Episode: BNI 798: Business Matters 116 - A New Leader to a Group / Team
Host: Tim Roberts
Guest: Michael Martin
Release Date: March 19, 2025

1. Introduction

In this episode of the BNI & The Power of One podcast, host Tim Roberts engages in a deep discussion with guest Michael Martin about the challenges and strategies involved in stepping into a leadership role within a BNI group or team. The conversation centers around effectively managing and re-engaging tenured members who may be operating on autopilot, thereby impacting the group's overall success.

2. Embracing the Spring Renewal

Tim opens the discussion by highlighting the significance of spring as a period of renewal and increased networking opportunities:

Tim [01:00]: "We're in the midst now of our member extravaganza Drive. It's the most opportune time of the year for people to be expanding their networks because people are back out."

Michael adds to this sentiment, noting the surge in networking activities before the distractions of summer set in:

Michael [01:45]: "People are going out, networking opportunities explode."

This seasonal uptick provides an ideal window for new leaders to expand their networks and invigorate their groups.

3. Addressing Leadership Challenges

The core of the episode revolves around a listener-submitted question concerning moving into a leadership role with limited BNI experience and facing tenured members who aren't actively engaging. Tim reads the anonymous question:

Tim [02:10]: "I'm moving into a leadership position after only six months of BNI experience. While I'm honored to serve, this process has revealed a large portion of our results from tenured members is essentially on autopilot..."

Michael empathizes, sharing his own experiences of stepping into roles with more tenure and influence than himself:

Michael [03:35]: "I had directors who had been around longer. When I was national director, I had to work with executive directors who had been in BNI even more years than I had been."

4. Engaging Tenured Members

The discussion delves into strategies for re-engaging tenured members. Tim emphasizes the importance of understanding whether members are genuinely inactive or merely failing to document their activities:

Tim [05:00]: "Are they really doing it but not entering it? Or are they saying they're doing it but not entering it?"

Michael suggests a respectful approach by asking probing questions to uncover the root causes of inactivity:

Michael [06:05]: "Be certain that what you think is going on is actually going on... respectfully asking a lot of questions."

5. Data-Driven Leadership

Both Tim and Michael agree on the necessity of using data to inform leadership decisions. Michael explains his approach to assessing performance against industry metrics:

Michael [10:14]: "I'm trying to figure out if there is unrealized opportunity in the areas that this person is servicing... the data doesn't lie. It's just math."

This analytical approach helps in identifying areas where members may need support or intervention.

6. Building Trust and Alliances

Establishing credibility and trust is crucial for new leaders. Tim shares his method of engaging with influential members to gain their support:

Tim [16:30]: "I would placate to their ego a little bit, be like, Chick, you're the most influential guy we got... I promise you that what comes out of my mouth will be 100% the truth."

Michael concurs, highlighting the importance of demonstrating reliability and building trust through consistent actions:

Michael [18:40]: "If you have to focus on a few key people, that's great. The challenge, though, is... you may have really high performing members... you have to build trust."

7. Handling Underperforming Members

The conversation addresses the delicate process of managing members who may not align with the group's goals. Michael introduces the adage "hire slow, fire fast," adapting it to the context of member management:

Michael [24:06]: "Hire slow and then fire fast. It really isn't cruel, but you have to help them out, sometimes it's okay to go."

Tim adds that sometimes members need permission to leave, ensuring that the leadership approach respects individual decisions while maintaining group integrity:

Tim [26:45]: "Sometimes people just need somebody to give them the okay to leave, too."

8. Final Insights and Conclusion

Wrapping up, both Tim and Michael reiterate the importance of one-on-one interactions and active listening in effective leadership:

Tim [32:13]: "The first thing you need to do is spend time meeting with everybody one on one... you can only do that through that one on one."

Michael [34:38]: "Leaders listen. Do a lot of questions. Listen a lot before you decide to opine."

They conclude by emphasizing that successful leadership within BNI hinges on understanding, trust-building, and data-driven strategies to foster an engaged and productive membership base.

Notable Quotes

• Tim [01:00]: "We're in the most opportune time of the year for people to be expanding their networks because people are back out."

• Michael [03:35]: "I had directors who had been around longer... executive directors who had been in BNI even more years than I had been."

• Tim [05:00]: "Are they really doing it but not entering it? Or are they saying they're doing it but not entering it?"

• Michael [10:14]: "I'm trying to figure out if there is unrealized opportunity in the areas that this person is servicing... the data doesn't lie."

• Tim [16:30]: "I would placate to their ego a little bit... I promise you that what comes out of my mouth will be 100% the truth."

• Michael [24:06]: "Hire slow and then fire fast. It really isn't cruel, but you have to help them out, sometimes it's okay to go."

• Tim [32:13]: "Spend time meeting with everybody one on one... you can only do that through that one on one."

• Michael [34:38]: "Leaders listen. Do a lot of questions. Listen a lot before you decide to opine."

This episode provides valuable insights for new leaders within BNI on managing and revitalizing their groups by leveraging data, building trust, and fostering open communication. Whether you're stepping into a leadership role for the first time or seeking strategies to enhance your group's performance, the discussed approaches offer practical solutions to common challenges.