Advanced Basics: Infrastructure comes first
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For the past 6 weeks, I've been trying to wrap my arms around my new project with the chamber of commerce. As expected, I am finding that there are a number of fires that are burning around me, some of which are minor little campfires and others that are raging infernos. Other than burn prevention, my first priority has been to assess each challenge, catalog its importance with regard to the chamber's mission, and determine how to approach each one. I'm asked daily what my vision is for the Lincoln Woodstock community, and my answer is generally very positive. I see Lincoln Woodstock as the premier White Mountain Vacation destination with a sustainable, growing economy.  Now, that is obviously a 40,000 foot macroview of the region and an ambitious dream. The challenge for me has been how to take steps in the direction of that goal today, knowing where I would like to be in 10-15 years. I have studied the current mission of the chamber of commerce which simply reads... To attract new and promote existing businesses to ensure the economic vitality of Lincoln-Woodstock in cooperation with, and providing a benefit for its members' civic, educational, traditional, financial, and environmental needs. After 6 weeks of assessing the 'state of the chamber', I've come to realize that we need to bring the organization back to basics. I can recall when I was coaching hockey, and losing a game that we should have won, my very next practice session would be all skating drills and basic training. I would always bring my team back to basics. I tend to explain my thoughts using analogies, and here's no exception. I was hired by the board of directors to bring the chamber of commerce to the next level. I'm not sure that I can accomplish that by continuing to put band-aids on our challenges. Lets use the building of a home as our analogy. In past years, each new "administration" has come into the house and repaired damaged walls, put on a fresh new coat of paint, and perhaps a new roof overhead. Without throwing former executives under the bus (which I am not trying to do), I have to state my opinion. Each of the past few Executive Directors have taken what was done by the previous director and continued what they started. They added some great new programs and they brought a fresh new perspective to the chamber. In my opinion, they effectively kept an old house in pretty darn good shape. If we are to take the chamber of commerce to the next level, we cannot continue to focus on repairing the floors, the walls, and the roof. We need to take a look at our foundation, the wiring, and the plumbing. By this, I am referring to the infrastructure that makes the chamber what it is and what drives its mission. In order for me to build a newer, bigger, better house, I need to focus on the infrastructure that will make the house last for 10, 15, 2o and more years. I need to bring the chamber back to basics, lay the groundwork, and rebuild our systems, protocols, and priorities that will lead us in the direction of that vision. I know this to be what is necessary and expected of me. No problem. My concern is that we do not bring noticeable change soon enough for members and community leaders to rally around the chamber. Here's another analogy. When you buy a piece of land and tell everyone that you are going to build a great big fabulous house, everyone gets excited. People drive by the lot once and a while to see the progress. And, for many months, they drive by and see no change at all. The trees are all still there, and there's nobody on the lot working, building, or otherwise. However, you are meeting with the architect, getting the financing established, having septic designs drawn, and hiring a contractor. From your own perspective, you are making great progress...laying the groundwork. The outsite perception though, is that nothing is happening. My fear is that the casual observer may have high expectations of my new administration, and yet not realize any of the actual progress being made. In a short 2 months at the chamber, we have made major strides in laying groundwork. One of the best accomplishments, and an ongoing process, is the improvements in communication. Even the best communication in the world is weak. I've also been able to restructure how meetings are conducted to make them more effecient and effective. The systems and processes of administration are looked at with a fine-toothed comb to determine whether they are necessary, or in need of quality improvement. All of these examples are not necessarily visible to the external observer, yet they will have long term, positive consequences. By bringing the organization back to basics, we are able to do the job right the first time. We have put quality of work in front of quantity, with the expected result of improving the quantity of work we can deliver. Its the infrastructure that is in the most need of repair. The foundation walls are getting reinforcements that will allow us to build a big, miraculous chamber. And, we are now on our way.
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