presentation by: peter byrne msc business mgnt (organisational behaviour) bsc, dip mkt, dip finance....

Presentation by:Presentation by:PeterPeter Byrne Byrne MSc Business MgnMSc Business Mgntt (Organisational (Organisational

Behaviour)Behaviour)

BSc, Dip Mkt, Dip Finance.BSc, Dip Mkt, Dip Finance.

Chief Executive OfficerChief Executive OfficerSouth Dublin ChamberSouth Dublin Chamber

Skills Ability and Mindset to Lead in a Recession

Session 2London – 22ndMarch, 2010

In this seminar we will address:

Your role as a CEO in Making the Chamber successful

The value of Strategic Thinking

How you Communicate

Your Financial systems and how they serve you

Role and Function of the Leader

Relationship with President and Board

Understanding the Finances• Budget realistic and adaptable

•Profit and Loss for each Quarter, monthly for staff

Balance SheetCash Flow

Reading accounts and understand what they are telling you.

Do not be a hostage to your accounts package. Obtain the information in the most useful format that you can get.

Share information in a form people can understand and contribute too.

The treasurer is most valuable when they understand

business as well as accounts.

Plan your financial route then follow it.Cut cut cut is an old mantra and normally

only offers short term benefits.

Maximise your resources cut in some places leave others alone

and add resources to your potential growth areas is the way to succeed.

Paralysis by AnalysisConsensus Dependency

Lead and they shall followTrust your instinct and what you have learned,

Use your experience and ask for help when needed

Timescale and Cash flow are critical when planning a recovery and more so when staying

afloat

Implementing Your Strategic Plan, preparing one

if you don’t have one.

SWOT (Strengths, Weaknesses, Opportunities, Threats) AnalysisVision (the end result – the outcome)Mission (your purpose)Values (how you behave as an organisation)Strategies (plans)Goals (targets)Programmes (implementation)

Plan Components

You need to offer a Vision of how and why the Chamber is going to add value to your members organisation and how you are shaping a future where your member will grow

Vision

The role of the OB 1 Chamber ofCommerce in achieving its vision is to: Build and strengthen the business culture through supporting and working together:Advocacy - The Voice of Business, forging solutions to the recessionNetworking - Bringing Business TogetherLeadership - Shaping the Business Environment and offering a Vision of a better business future

Mission

Have your Chamber got them Why should you have them??Do you subscribe to them.Do you help make them a reality in your work

Values

How has the Chamber been managed? How has the Chamber been funded? How has the Chamber sought to increase membership or broaden the scope of services? How have productivity/costs moved?

SWOT – Look Back … Diagnostic

"What stopped the Chamber from?" "What caused such a result?" "Why didn't the Chamber achieve a 10% growth rate?" Go underneath obvious causes…

Find the Cause

Membership – marketing, promotion; Management – systems, expertise; Operations – staff, efficiency, capacity; Services – quality, pricing, range, competitiveness;Representation – quality, effectiveness; Finances – resources, cost performance; Research – effort, direction, resources; Systems – organization, structures.

Strengths / Weaknesses

The Recession - Global and National How local business is competing in the economy.Changes in the marketplace due to economic or social factors.Local economy or social and environmental issuesGovernment laws and regulations.Impact of new technologies.Downsizing , consolidation in the marketplace

Opportunities / Trends

Economic Slow Down – Opportunity to show value or disaster for income / participationMembers More Demanding – want better quality services, at the same price or cheaperService Needs Changing – less information needed, more localised interpretation.

Trends Affecting Chambers

Direct Commercial benefits – business development services for members are more importantChambers Role no longer clear, financial pressure forcing chambers to adopt new roles and strategiesNeed to innovate or disintegrate [

Trends Affecting Chambers

We must get closer to the customer – develop new contact mechanismsEconomies of scale are important - mergers and greater regionalisation of ChambersEngage with new partnership and leadership models in the community

Trends Affecting Chambers

Are broad plans for implementing the missionThey are not specific or detailed

Example: “Implement our representation role by building alliances with key organisations in the community”

Strategies

Time and Measurement (Result)The Chamber will achieve a 5% increase in membership by the end of 2011.The Chamber will increase its income from member events by 10% by the end of 2010.The Chamber will reduce its operating costs by 6% in 2010.

Goals - Objectives

Implementation plans for the key strategies. 2. These should cover resources, objectives, time-scales, deadlines, budgets and performance targets.

Programmes – Action Plans

Broad Based - Concerned with membership and business development and actively engaged in representation activities, but also involved with local economic development, provides education and training, and extensive information management services.

Strong financial position -mix of income from members, products, projects and services and access to funds for investment in new projects, and a contingency fund.

9 Benchmarks of a SuccessfulChamber

Has all the key businesses in the area in membership.

Membership expanding annually.Has a strong local brand image and exercises

real influence. Devotes substantial resources to innovation

(new services, new ideas for local development).

9 Benchmarks of a SuccessfulChamber

Very close to its members and responsive to their needs.

Seeks a leadership role in the local community.

Well managed with high-grade staff and good people-management.

9 Benchmarks of a SuccessfulChamber

1) Executive Summary2) Chamber Description - Diagnostic3) Mission, Vision and Values Statements 4) Strategies5) Goals-Objectives6) Action Plans-Programmes

Format of Plan

Budget8) Description of Process Used 9) Monitoring and Evaluation of Plan 10) Communication of Plan

Format of Plan

Adequate resources (staff, office, program budget, etc), Partnerships with companies, other organizations, agencies, government, Support from member companies, Commitment of chamber officers/ committee members - (this may imply innovative ways of getting people involved) Realistic targets and review mechanisms

Critical Success Factors

Involve those responsible for implementation – Senior Commitment is vitalBe realistic – divide into smaller plansDecide who does what, whenRegular reviewsAppoint one person for implementation

Implementation

Are goals being achieved or not? If they are, then acknowledge, reward and communicate the progress. If not, why? Deviating from PlanIt’s OK to deviate from the plan. The plan is only a guideline, not a strict roadmap which must be followed.

Monitoring, Evaluation, Changes

Changing the PlanBe sure some mechanism is identified for changing the plan, if necessary. CelebrationCelebration is as important as accomplishing objectives -- maybe more. Without a sense of closure, acknowledgement and fulfillment from a job well done, the next planning cycle becomes a boring grind.

Changes – Celebration!

GovernanceGovernance

Your Relationship with yourPresident/Chair/Board

can be more challenging when everyone is under pressure in

a recession

Strong Bedrock is EssentialStrong Bedrock is Essential1. Role and function of President/Chair/ Job description Code of Conduct2. Role and function of Officers/Board/Executive Job description Code of Conduct3. Constitution Memorandum & Articles of Association4. Practice and Precedent Organisational norms Custom Culture5. Relationships – President/CEO/Executive/Board/Members/Staff

Being Assertive Means:Being Assertive Means:Taking rights for yourself Taking rights for yourself but acknowledging and but acknowledging and respecting the rights of respecting the rights of others.others.Communicating directly Communicating directly with honesty.with honesty.Being confident enough to Being confident enough to ask for what you need or ask for what you need or want.want.

Setting limits on your time Setting limits on your time and setting boundaries and and setting boundaries and standards concerning how standards concerning how you expect to be treated by you expect to be treated by others.others.

Quality is not something that can be ignored in the rush to reduce costs.

If we don’t place a value on what we do and how we do it, why should others ?

“The battle for quality is one

of the pre-requisites for the success

of your company

and for our competitive success”

Jacques Delors

“Quality – Success”

Name 3 words that come to mind when you hear theWord “Quality”:

Efficiency Cost Speed

Satisfaction Results Service

Customer Relations Management Team

Excellence Performance People

Product Recognition Public Relations

“Quality Image”

Benchmarking

A systematic and continuous measurement process;

a process of continuously comparing and measuring an

organisation’s business process against the leaders

in your industry in order to gain information to improve

your organisation’s performance.

“Quality – Measured”

Knowledge Management

Knowledge Management is the systematic process of

identifying, capturing and transferring information and

knowledge that people can use to create, compete

and improve.

“Quality Information”

The linkage of four key components forms my B.R.O.’s current mission.These are our purpose, our strategy, our behavioral standards and the valuesof our Chamber. This is best illustrated using the Ashridge Mission Model asshown below.

Why Does and organisation exist?

Purpose

The Competitive Positionand Distinctive Competence Strategy Values What the Organisation

Believes in.

BehaviouralStudies

“The Policies & Behavioural Patterns that underpin the Distinctive

Competence & the Value System

En Route to Quality Service

“Quality Organisation”

“Quality – Standards”

Quality standards must existthroughout the organisation, poor

quality in one areaeffects the perception in all areas.

Communications

Tell them what you are going to saySay It

Tell them what you said

Are they cohesiveDo they communicateDo they promoteDo they informAre they cost effectiveAre they directed at the right audience

6 Key Questions

Regularity - ConsistencySimple - Clear messageRelevant, up-to-date, informationPromote the Chamber - Praise the membersIt’s all about people - Include NamesProfessional Presentation

Core Principles

SSecondary Question:econdary Question:

Key Question For Communication:Key Question For Communication:

How should you communicate it?

What is the message?

Is your message clear?Is your message clear?

““Would you tell me please, which way I ought to go from here? Asked Alice. That Would you tell me please, which way I ought to go from here? Asked Alice. That depends a good deal on where you want to get to said the cat. I don’t much depends a good deal on where you want to get to said the cat. I don’t much care where said Alice. Then it doesn’t matter which way you go said the Cat” care where said Alice. Then it doesn’t matter which way you go said the Cat”

(Lewis Carroll –Alice’s Adventures in Wonderland”)(Lewis Carroll –Alice’s Adventures in Wonderland”)  

PerceptionPerception

How others see us influences greatly how they deal How others see us influences greatly how they deal with us.with us.

  ““All our Knowledge has itsAll our Knowledge has itsOrigins in our Perceptions”Origins in our Perceptions”Leonardo da VinciLeonardo da Vinci (1452-1519)(1452-1519)  ““The single biggest problem in communication is the illusion that itThe single biggest problem in communication is the illusion that ithas taken place”has taken place” George Bernard ShawGeorge Bernard Shaw  

PerceptionPerception  If we look at elections we see clearly If we look at elections we see clearly

the power of image.the power of image.We also see how much is given in We also see how much is given in

terms of resources. Theterms of resources. Thefocus in any fast moving society is focus in any fast moving society is

more image than Issuesmore image than Issues

Monitor all contacts (Personal, Phone, Letters, Fax, E Mail) – CRM/MIS systemEnter RELEVANT information in DatabaseSurveysFocus GroupsFax-backBlogs - Wikis

Feedback from Members

Integrate Feedback into everything everybody does-----------------------------Consistently record, analyse, and acton relevant feedback

Feedback

Good Information inGood Timeto enable them to makeGood Decisions

Communicating with ElectedOfficers

Listen and HearPersonal ContactsFax-back on specific queriesOfficer specific E Mail loops

Feedback from Officers

Monitor the mediaBe informed about what key people and key organisations are doing - recognise, appreciate, congratulate.

Communicating with theExternal Environment

COMMUNICATIONS PLANAgree key objectives every 3-6 months: Who do we want to reach, what message do we want to get across2-3 target groups - 1-2 messagesPlan weekly action (Press Release, Events, Newsletter, Letters, Meetings)

Determine your media targetsInfo - deadlines, reporters, editorsMeet the media peopleCreate news - press statements, publish research, comment, press conferencesPiggy-back on topical storiesChamber Press Kit

Dealing with the Media

Regular column/radio programLetters to the EditorSoft News - Chamber helps unemployed groupHard news - Substance and controversy

Dealing with the Media

PressPress

““If one morning, I walked across the Potomac River, the If one morning, I walked across the Potomac River, the headlineheadline

would read ‘President can’t swim”would read ‘President can’t swim” Lyndon B JohnsonLyndon B Johnson

Public RelationsPublic Relations

““Some are born great, Some achieve greatness and some hire publicSome are born great, Some achieve greatness and some hire public

relations officers”relations officers” Daniel. J. BoorstinDaniel. J. Boorstin

Public Relations is of concern to everyone in the Chamber, because Public Relations is of concern to everyone in the Chamber, because

everyone is an ambassador for the Chamber.everyone is an ambassador for the Chamber.

Public Relations Rests With Public Relations Rests With EveryoneEveryone  

At reception – friendly and professionalAt reception – friendly and professional Delegations – effective / coherentDelegations – effective / coherent Local Chambers – Business focused and community orientatedLocal Chambers – Business focused and community orientated National Representative Chambers – Key Business / Economic National Representative Chambers – Key Business / Economic

SpokespersonSpokesperson

The image all along the line must be consistent, have a commonalityThe image all along the line must be consistent, have a commonality• and be understood.and be understood.

negative story pending - take the initiative earlyOne spokesperson onlyGet ALL the facts before speakingNever lie or misleadDon’t take it personally - maintain relationships with the press

Dealing with the Media- Crisis Control

Always correct factual errors for the reporters but don’t always insist on a retractionDon’t make bad news worse by -

losing your temperthreaten management or

threaten to withhold advertisingfile a legal action

Dealing with the Media

Communication & Communication & RepresentationRepresentation

  COMMUNICATION 

A good image opens doors Positive proactive

to representation . Communication creates a

a good image 

Image

Presentation by:Presentation by:Peter ByrnePeter Byrne MSc Business MgnMSc Business Mgntt (Organisational (Organisational

Behaviour)Behaviour)

BSc, Dip Mkt, Dip Finance.BSc, Dip Mkt, Dip Finance.

Chief Executive OfficerChief Executive OfficerSouth Dublin Chamber South Dublin Chamber Email:peter@sdchamber.ieEmail:peter@sdchamber.ie

Thank you for your attention…..