Empty Rhetoric Is Not Action

Many years ago, organizations hired staff members based on their abilities, experience, and accomplishments. In today's "catch-phrase" oriented society,with so much emphasis on "gurus" and fancy concepts, many volunteer leaders misconstrue cliches and jargon for abilities. Because of the fact that many organizations have had some sort of reversal of fortune in the past decade, either membership-wise or financially, well meaning but ineffectual volunteer leaders have reached out to supposed experts for some sort of "magic formula" or "secret elixir." This has resulted in an over-emphasis on over-analysis, extensive governance "fixes," and "techno-jargon." No amount of jargon or cliche, however, has ever been a suitable substitute for hard work, and understanding the often overlooked importance on human relations, and better understanding human nature, and the needs of members.

What was once referred to possibly as the organization's "culture" has brought about dependence on "Culture Documents." While every organization should and must understand its mission and culture, as well as what distinguishes the organization from others, the 'quick-fix" mentality has brought about the desire for these documents. While there is nothing inherently wrong with this type of document, all too often, the bulk of the organization's time is spent developing the document, and far too little emphasis has been spent on making the organization more relevant, by communicating its message more effectively, and evolving for today's world and needs, while never losing sight of its mission. I have observed more and more organizations that have "lost their way." While creating methods and following procedures may be necessary, it is only relevant if it is accomplished by creating and implementing a viable and effective action plan.

Another constant reference by many organizations is the mention of metrics. While there is merit to developing and using metrics, in order to effectively measure many factors, it makes no sense to think about metrics until the organization clearly develops an "action plan." Too many organizations discuss and develop metrics without considering the action or actions needed to get where it needs to be.

Organizations should concentrate on basics. Just like an athlete must develop the basics before he can become proficient, organizations must develop their leadership and their staff, with constant and effective leadership training. Many organizations, which historically always had contested elections, are having difficulty getting members to step up to leadership roles. This has created the dearth of leadership that the majority of organization have faced in recent times.

Leadership training begins with the basics. Never assume that someone has the required skills or knowledge to be a leader. Constant training, done relevantly and professionally, will not only develop new leadership, but develop far more capable leaders, who understand and possess the skills required for leadership. This is also true for paid staff, which often claims knowledge because they had experiences, but that often doesn't translate out to expertise!

Forget the jargon and cliches. Organizations need to identify their goals, missions, and action needed, and then get the job done! As Nike advertises, "Just do it!"

Chairing a Conference/ Convention

One of the most difficult things for any conference or convention is to select the "right" person to chair the event. Most individuals either lack the experience, expertise, or skill set needed to do what should be done. The first challenge for organizers of a conference or convention is to even get someone who agrees to take the position. That is because most people realize that a convention/ conference chair's position is extremely stressful and often thankless. It is also far more time consuming than most people realize.

Since most organizers of conferences don't fully realize the intricacies involved in properly running a convention, it is very difficult for them to even know who they are looking for, nor what the required skills are. One of the major reasons that most conventions and conferences do not fulfill their potential is that the necessary planning, negotiations, and ability to "think on one's feet" is lacking. I would recommend that a few of my previously published Associated Content articles be used, such as my articlea on Conference and Convention Planning, Hotel Negotiations, etc.

Some of the needed skills for a chairperson is he is to do the best possible job include:

(1) Have an even disposition. A chair must be able to deal with a variety of different individuals with various skill levels, as well as substantially different personalities.

(2) A chair must have a "think outside the box" attitude. There are a variety of different ways that things can be done, and each will have different impacts.

(3) A chair must know how to prioritize. There are many nice ideas, but some are more important to the success of the conference.

(4) A chair must be able to say, "No." Invariable, many people will try to wield influence, and try to get the chair to do something "their way."

(5) A chair must be able to figure out alternative ways to get things done.

(6) A chair must have excellent negotiating skills.

(7) A chair must understand budgeting, and be able to work effectively within a budget.

(8) A chair must be able to anticipate various ramifications of action or inaction.

(9) A chair must understand the concept of "perceived value." "Perceived value" is the value an attendee gives to either getting an amenity or it lacking."

(10) A chair must properly spend on necessary items, while reducing waste, and attaining value.

(11) A chair must understand that overall value is only achieved by getting maximum value on each item, regardless of how small a savings. It is the sum of these small savings that maximizes value!

(12) A chair must be self- confident, while also being able to admit which areas he most needs help and assistance.

(13) A chair must have a positive "can do" attitude

(14) A chair must perform well under pressure

(15) A chair must be a welcoming- type individual.

The above list is simply the surface of what to look for when choosing a convention chairperson. Obviously, these are not skills possessed by "average" individuals. A good chairperson must be an exceptional individual, who strives for perfection, while maintaining his sense of pragmatism, adaptability and reality.