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Sa. Welcome back to BNI and the Power of One. Thank you. Thank you for joining me again today. Happy Monday to you all. Back with your show, Submissions, questions, topics submitted@bnipowerof1.com if you have one, trust me, you're not the only one. Go there, leave it. And I appreciate everybody who continues to interact that way. So today's question again has to be kept confidential or anonymous, which is perfectly fine. Says I'm interested in a leadership role. Could you describe the skill sets and personality of the candidates for a president, vice president and secretary? I want to be sure I fit the role that I'm interested in and I'm unsure which one would be the best fit for me. Also, who makes the final decision and what's the process like? Thank you. Okay, super squeaky mic thing is a fantastic question and pertinent it might seem early, it's really not depending on where you're located and the management in our regions, and this isn't from my region, but in our regions we've already begun these conversations probably two months ago and we do the traditional what is more of the traditional now? Turnover October 1st for leadership teams. But we start this process super, super early because we want a couple things. We want to make sure we've got the perfect or the best we can lined up teams. We want to make sure there's ample time for training and ample time for mentoring. Right. Getting the new leadership teams to work with the current leadership team. So there's an easy transition and there isn't. What a lot of chapters struggle with is, all right, new leadership team October 1st. Now we gotta figure out what we're doing. We want that almost, we want that to be as seamless as possible. We want the people coming in to have as much time as possible to not only be comfortable with what their roles and responsibilities and what the expectations are, but time to set up what are they going to be their goals and what's going to be the strategy to achieving that goals and laying out that first step. Look, if you're in becoming a leadership team member next term, you got to remember, one of the best opportunities for you to make an impact on the growth side of your chapter is immediately when you take over in October, right? It's, it's labor day in the U.S. which is, you know, first Monday of September through, you know, early December. Like that's it, that's, that's the mark. So you got September, October, November, basically as the next best, only, only second to spring growth season, which is one of the biggest impacts you're going to make as an overall team is helping that chapter expand, get more opportunities, get more members, all that, all the benefits that go along with that. So why I say that is because if you wait until October to take over and then figure out, okay, what are our goals, what are our strategies, all that kind of stuff, you will completely miss that window. You're starting your term almost halfway through that window. So you want to be. We want ample time. So our goal is to have all of our, and we will have all of our leadership teams completely laid out by July 1st so that we have July, August and September for all that goes into being prepared for that. To your question of let's start at the back, who has the final decision making process? I'm going to tell you who it should be. I don't know who it is in your region. In our regions, it's us, it's, it's our managing director. We run a different operation model in somebody. So it could be your director, your managing director, your executive director. It is not just a the chapter tells us who it's going to be type of thing. Normally, most often we're aligned, which is great. But to your first question, there are certain skill sets, traits, etc that might go into certain roles that might, Some of the chapter might think is this person would be a great president, but they'd actually be a great vp. There could be previous history and issues that the current leadership team is not aware of that, we would be like, no, we're not, we don't. We're not going to have that person in a role because at the end of the day you have to look at it from a franchise side or BNI side. We are completely entrusting our brand and all that goes with it, but the brand and the environment for success for every member in that chapter to these leadership teams because they are the ones who week to week are running the agenda, running that meeting, having the conversations, right? They set that environment up for both success for current members and the likelihood of new members, et cetera. So when somebody comes and visits a chapter, that is what they think of bni, good, bad or ugly. And so we're really put a lot of trust and faith in these leadership teams to do that well for all people involved. And so we need to have the final say on that because again, we will, we have the experience. It's part of what you're paying for. The know how, the knowledge, all of that, the history to best do that. So who has the final decision should be bi. Okay, could you describe the skill sets, personalities and candidates? Let's just talk about what the responsibilities are and then you could probably back data, back it off from there. The President is the face, voice, energy for the chapter. So first and foremost it has to be somebody who's engaging enough to run a meeting and keep the attention of the people in the room. So they have to be enthusiastic. They got to present really well. They got to be somebody who can be well prepared so that they're not just reading off a piece of paper in a Montone type of way and just following word to word because this is what being gave and I gave us. We don't want people to ad libbing just go off crazy. But you want somebody who's comfortable with running the meeting in a great energy, positive attitude way because again, that's what sets the environment week to week to week. They need to be somebody who is a leader, which means they can inspire the activity of their peers that will ultimately drive the success everybody in the room says they want, whether that's individually or collectively. So again, that's somebody who can, you know, who can get the, the engagement up because they can paint a picture. They can get people to visualize where we're going, why we're going there, and we'll get behind them in the strategy to get there. They are not somebody who's supposed to do every single part. It's not like you're president so you run everything. But they should be overseeing and making sure and know what each part of the meeting and after meeting needs to happen and ensure that people are doing what they're supposed to be doing. So if the membership committee is taking way too long on applications, they need to be working with the VP to speed up that process and see what's going on there. If the visitor hosts are showing up late and not prepared, they need to be on them to make sure, hey, you got to be here early, you got to be set up. This is what the expectation is. It's not them their responsibility to get there, to set up the visitor host table. They should be there at the same time. But to ensure that's happening, they get to make, you know, be paying attention. Is the education coordinator prepared each week? If not, they need to be having a conversation with them. The mentoring, is that happening? If not, they need to be prepared to have a conversation with these people. So it is not a. It's a servant leadership role. You're there to serve the chapter. The worst presidents are the ones who egotistically need to be president just for the title of it, to say, I'm the president and we're going to do it my way and because I'm the president or need that role and desire that role just to say that they're the president. Those are the worst presidents you could ever have because they've lost sight of what the purpose is. The purpose is you're there to serve the chapter in the giver's game part, by ensuring that the chapter is running at its maximum capability, that it's running efficiently, it's running effectively. It's running with a purpose. It's running in a positive manner. Right. It's not, you know, about what you feel that day like you might be having a bad day. It's the person who could put that behind and say, listen, I took this role to serve my chapter, to help make sure that this chapter continues on in the future in a positive, effective way. Um, so if your ego, if you're the type that's like, I desire titles, probably not the right, right rule. None of the rules probably are, but so you've seen that. I've seen that far too often. The VP is gonna be more of a detailed, oriented person. Okay. They are the ones ensuring the data is accurate, ensuring that the data is completed each week and completing the POMS reports. They need to be detail oriented to be tracking, you know, when applications are coming in and what part of the membership committee or who on the membership committee is doing their interviews and that they're doing them in a timely manner to try to process those in a very timely but organized fashion. So they're your operations person. So somebody who usually what happens is you get the people who are very detail oriented. They know all the rules, they know all that kind of stuff. And the Trevor goes, oh, they'd be a great president. It's like, nope, the other way around. They'd be the great vp. Not always the one who knows all the rules and all the bells and you know, but is, is. But is engaging and motivating and charismatic. Might be a better president. Not, not a good vp, but the vp, you know, the president runs the meeting. The VP kind of runs the chapter, if you will, in the back end. They're in control of a lot of pieces on now they're not doing it all. Same thing. It's not their responsibility to do every interview and to do all these things. They have a membership committee that they are a part of, that they oversee to do that. But they got to be making sure it's happening and not just going, well, I don't know. You know, Bob said he would do it and he hasn't done it yet. It's not my fault. Go bullying Bob. It's like, no, you're the vp. You're in charge of this membership committee. Why is the application process taking eight weeks when it should take two weeks? Right. Why? You know, we use the power of one reports all fed by POMs reports. You know how many times we get questions like, oh, this is wrong, my data is missing. So, yep, VP didn't complete the POMS report. There's nothing we could do about it. Same kind of stuff. So they gotta be detail oriented. The secretary treasurer used to be a more important role than it is now. If you want my honest opinion, it's a role that probably shouldn't exist, but it does. So it's still data oriented. Most cases they're doing a couple things. They are tracking the speaker rotation. So you want somebody who is organized enough to keep that going, far enough out, but be able to implement new people, keep a track of it, making sure people are prepared for their, you know, their featured presentation and stuff. And it's not a surprise. And they're often charged, they oversee the visitor hosts. So, you know, again, other visitor hosts showing up, are they following up those kind of things and then chapter bank accounts, that kind of stuff. So has to be somebody who is detailed and trustworthy. If there's any Position that gets themselves in the most trouble potentially anyways. And the worst of stories you're going to hear in B night, it's this role because it's somebody who gets a hold of that chapter checking account and gets tempted to borrow a little bit of money from it to pay some bill over here and then, then the whole thing falls apart. So somebody who's trustworthy, that's why you should have two signatures on any check, that kind of stuff too. But a lot of those things could be separated into individual parts and, and stuff. So it's not, it doesn't have a real forward facing position like a president does or a VP does. But still important that the all three of these roles need to work collectively well as a team. That's the other part. So you might have somebody who make a really good president and somebody else who on paper would make a really good vp, but they don't get along, then one of them can't be one of them. Right, because the President, VP Secretary need to work really well together because at the end of the day that's the, that's the executive leadership team that is going to set the vision, set the strategy and lead this group for the next 12 months. If they're not communicating well together, if they don't get along with each other, if they don't like each other, that is a recipe for disaster. So they all have to be kind of leaders in that way and, and can work together. That does not mean, oh, we should pick these three because they're best friends. Sometimes that's like the worst decision you can make, just putting people in because they're best friends. It needs to be people who are again servant leaders who live giver's gain. And understand, yes, you're going to get this opportunity to increase your visibility and credibility, but only if you do the roles really well and if you do it with the right mindset of that servant leader who then individually based on their positions are positive attitude. You know, you don't need somebody in the top three who's not super happy about their experience or isn't completely bought into their membership. So they should be walking the talk, they should be positive, they should be professional and then, you know, president again, enthusiastic, charismatic, great presenter, you know, the leader, the vp, detail oriented, great time management, those kind of things to kind of fit. And if you're questioning any of them, I would encourage you to sit down with your director, managing director, whoever, have a conversation. You should, no matter what. If you're taking a leadership Team role of any kind. Be sitting down and asking questions like what are the expectations? You know, what are the requirements, what's what, what am I being held accountable to? Those kind of things so that you're really comfortable with it. Because here's the truth. You should take a leadership team role if offered to you because it can significantly increase your visibility and credibility and ultimately that will increase your profitability. That's why we change them each and every year. However, you also are getting an opportunity to destroy both of them. If you don't do it, you don't do it well and you don't know. And some of it is people take the role just to get the title and don't really care and they don't do it and they hurt themselves. Some people take it, they don't take it seriously, they can hurt themselves. Some people take it, but they never asked what the expectations were. And so they're missing them without even knowing they're missing them and that could be hurting themselves. So should you take a leadership team? 100%. 100% you should. But when you do, do it, do it fully. That's why we change them again every year. Give people the opportunity, avoid burnout, all of that stuff. So do it and do it fully no matter what the role is. You're a visitor host. Great. It's super important. Be there early, be ready to do the follow up, do the little things that that role is expected to do, that play a big role in the success of the chapter. You're the education coordinator. Amazing. Be prepared, know what you're doing, have a strategy, all of those things so that you are super successful with it. Here's the question I ask my leadership teams every single year. When I do training. We'll do it in August when we do our training. What is going to be your legacy a year from now when somebody else is taking this role, what are they saying about what you did with it? If you go with that mindset and you always ask yourself that question, you'll set yourself up for a lot of success through the year. None of the roles are hard. Some are harder than others, I guess in terms of things that could happen. But none of them are designed to be super hard or super time consuming. They become that way when we don't communicate, we don't work together. We rely on one person to do everything, all of that stuff. If you do your part, you do it well and your team does an amazing experience. We used to change them every six months. I, I had held every leadership GMO you could have because we changed them every six months instead of every year. Every year is better. But when that opportunity comes up, take advantage of it. So great question, great timing of the question. Really appreciate it. As always, if you've got one topic of any kind BNI powerofone.com if you're finding value, share this. Help us get even more members listening on a regular basis that we can help. And I hope you guys have a great day.
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