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Brandon Burton 0:00
This is the Chamber Chat Podcast, the show dedicated to chamber professionals to spark ideas and to get actionable tips and strategies to better serve your members and community.
Hello, Chamber Champions. Welcome to Chamber Chat Podcast. I’m your hosts Brandon Burton. And it’s my goal here on the podcast to introduce you to people and ideas to better help you serve your Chamber members and your community.
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Our guest for this episode is Jason Mock. Jason is a dynamic and visionary leader committed to fostering strong connections between businesses and communities. As President and CEO of The Greater Dalton Chamber, he works to drive economic growth, advocate for businesses and create a thriving future for the region. His leadership extends beyond Georgia. With a proven track record in chamber and community development before leading the greater Dalton chamber, Jason served as president and CEO of the San Marcos Area Chamber of Commerce in Texas, and as the director of Small Business Services for the foresight Chamber of Commerce in Georgia. Jason is deeply engaged in regional and state leadership. He serves on the board of Thrive regional partnership and the Georgia Chamber of Commerce. He is a member of the hub chamber Council, a key policy group of Metropolitan Chamber leaders across Georgia, and serves on the ALI Alumni Advisory Committee for the Appalachian Regional chain, Regional Commission. His career began in politics, studying political science at the University of West Georgia and working with former congressman Lynn Westmoreland, and later served as political director at former Georgia Secretary of State, Karen Handel, and played a role in the 2008 Republican National Convention and John McCain’s presidential campaign. Committed to professional excellence. Jason earned his IOM certificate in non profit management from the US Chamber of Commerce Institute in 2016 Jason, I’m excited to have you with us today here on Chamber Chat Podcast. I’d love to give you an opportunity to say hello to all the Chamber Champions who are out there listening, and to share something interesting about yourself so we can all get to know you a little better.
Jason Mock 2:53
Brandon, thank you so much for having me today. You know, I don’t know what’s most interesting about me, but I will say that at one time, I got to drive around Lee Greenwood at an event. And for those that may not recognize Lee Greenwood, you know, God bless America, very powerful guy that loves to sing about our country, but got to drive him and his son around back in the day for some political events when I was working for on the presidential campaign for McCain. So, so,
Brandon Burton 3:26
which is pretty cool. Yeah, he’s still on the circuit too. It seems like I just saw him, you know, a few months ago on stage. So that’s that’s great, very interesting. I like asking that question because we learn these, these fun tidbits about people, but tell us a little bit about the Greater Dalton Chamber. Give us an idea of size, staff, scope of work you guys are involved with and budget just kind of set that perspective.
Jason Mock 3:52
Greater Dalton Chamber. For those that may not be familiar, we’re up in northwest Georgia. We’re home to a lot of people know us as the carpet capital of the world. Now we like to say we’re the flooring capital of the world, just because we’re carpet and hard services, as well as astro turf. In fact, if you watch the national championship football game that was hosted in Atlanta, Georgia this year, that turf was made right here in Dalton, Georgia. So kind of unique and special about that. But our community is a, you know, manufacturing community, but it is one of entrepreneurs. Our chamber is about 800 members. Our staff is about we have 10 folks on staff, and we always are looking to grow and and find different ways. But you know, we’re engaged in a lot of different things, mainly in the connecting side of things that networking most chambers are, but developing talent, workforce development is key for us, as well as the advocacy standpoint. So those three. Standpoint, or our focus as an organization. And I know today we’ll talk a little bit about more about the community side of things that we’re working on. We really dive into making sure that, you know, not only with the voice of our business community, but we’re also looking at how we’re growing greater Dalton community as a whole, for for families, residents, and anybody that’s coming to visit our community as a throughout the time,
Brandon Burton 5:27
That’s great. That gives a great snapshot and and a great you know item to pinpoint, you know, the manufacturing to the national championship. So yeah, that turf, and that turf is becoming more and more popular everywhere.
Jason Mock 5:42
It seems like you see it, not just at the National you know, in sports from a major league to the NFL, but you’re seeing it down to the Parks and Rec and in fact, Shaw sports turf, that’s the one that made the national championship. They’re making it where they’re putting these coconut shells in them, and it’s supposed to keep the temperature really cool on the ground and during the turf. So for those that are in the the South, in the summer times that you know that that turf can get a little hot, and they’re finding ways to keep it safe from a temperature standpoint, as well as a safety on the knees and the ankle. So it was kind of cool.
Brandon Burton 6:22
Yeah, one of our neighbors just put it in their backyard turf, and got me envious. And I’m like, shoot, how much does that cost? Gotta figure this out. He told that lawn mower very quickly. That’s right, that’s right. Well, you had mentioned it a minute ago that our focus for our conversation today will be around the strategy you guys have for building community there in the Dalton area. And look forward to diving in deeper on this as soon as we get back from this quick break.
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All right, Jason, we’re back. As I mentioned before the break, we’re talking your community strategy today. Chambers across the country, throughout the world, need to have some kind of strategy right to build their community and and I always like getting the perspective from different chambers to see what is it that’s working for you guys, what? Where’s your areas of focus? And maybe it lights a spark for somebody listening to see ideas that they can maybe implement in their community. But tell us what I believe. It’s called, Believe Greater Dalton.
Jason Mock 10:40
Believe Greater Dalton is our community strategy led by the Chamber of Commerce. It was something my predecessor and board chair at the time had many conversations about, because we were constantly doing a strategy, year in and year out, and some were working and some were were not. Some of our community leaders were feeling like that. Those strategies were being in silos, and the only people that can make a decision with those that were at the table versus being a community strategy for for the greater good. And so over time, believe greater Dalton came to life in 2018 and it is a it became a five year strategy to look at our community, and we really dove deep into what our community needs, what our community is needs to focus on for the for the future. We brought in a consultant to help us with this process. We interviewed community leaders, chamber businesses, elected officials, we held focus groups, we did surveys, we did it all to kind of figure out what are the top issues that are facing our community. And we came up with six areas of focus that we wanted to focus on in those first five years. And then we went out and raised those dollars once we knew those focus points. First year, we raised a little over a million dollars in that process to focus on six areas like I talked about. And those areas were education, housing, downtown, entrepreneurship, community, pride and economic development. And each of those had we broke them down into more of like objectives inside the education model. A lot of folks right now across the country are talking about third grade reading, and from a business community standpoint, it is very important that we look at third grade reading. And so from a chamber, I know a lot of folks, colleagues around will be like and listening to this going well, is the chamber out there in the school system teaching third grade reading? No, we’re not. We’re but we are working with our our educators. We’re working with our school districts to figure out ways that we can improve third grade reading so that that our third graders are reading at, you know, at grade level throughout the year, and so really, the focus of that is, how do we solve some of these problems? You know, when it comes to housing, you know, we’re not out there building housing, but we knew and know that housing is an issue for our community in I’ll back us up a little bit. No eight, no nine. When the housing crisis took place, it really hit greater Dalton because of our industry, we were pretty much a one horse town at the time, and so developers backed away. And so we really knew that we needed to have a focus to look at housing, at all aspects, from the workforce housing all the way up to the executive housing. And so when we launched this in 2018 we we did a housing study, which we produced with with a group. But that housing study allowed for developers in our community to have almost a road map that they could go to business or go to the banks, they could go to developers and go to investors and find a pathway to build housing. And we’ve started to see our housing stock to change in the sense of, we started to see additional workforce housing. We started to see more mid level executive housing. We’re we haven’t solved the problem, but we are working to fill those gaps, and we’ll continue to do that. So really, the true focus was how first six years, we’re flying the plane and building the plane at the same time. And so a lot of studies were done, a lot of looks at how we can improve our community. And so we were putting dollars into those areas that we felt would move the needle. And then fast forward, we said, You know what? This is something that we really, truly need for generations to come. We don’t need this to be a one year plan. And so believe greater Dalton 2.0 came about. And so we have additional five years where we went out and did the same process again. And but came up with some new strategies to look at.
Brandon Burton 15:03
So after that, the five years, what, what kind of strategies did you see in the second evolution of it?
Jason Mock 15:11
Yeah, some were the same. Housing still stayed at the top. I mean, when we talked to our investors, when we talked to community leaders, they still talked about, hey, we’re making progress, but we still haven’t. You know, we still are not at the finish line from a housing standpoint, so housing and education stayed at the top of the of those two lists. But what changed a little bit was we weren’t focusing on just on downtown. We said we gotta focus on our community as a whole. We got to focus on revitalization as a as a whole, greater Dalton ecosystem. And so we started to tackle different projects and different things, and a lot of this is public, private partnerships. I’ll give you example of one where the city came to us and they wanted to do, and this was in the first year, but they wanted to do some downtown improvements, of some streetscapes. They were able to get a grant to help with this, but they needed some additional dollars to cover the streetscapes, and so they came to us, and they asked for some for some funding. And so between the city, the grant, believe, greater Dalton, as well as our downtown development authority, we all chipped in some money into this to allow for this project to happen. It’s being constructed right now. It’s a little bit of a mess, but we know it by by the end of this year, that streetscape is going to be tied in to allow those businesses along that that corridor to be more successful, to have better parking for their interest, to have better walkability for their customers. At the end of the day, it’s going to be a game changer for that area, but it’s going to be a game changer for our community, because hopefully it’s attracting more businesses to that corridor so that more can grow and more can be successful, right?
Brandon Burton 17:01
So as you talked about education, housing, still stayed on that list, or still, you guys are moving the needle, but the problem’s not solved yet. And makes me picture, you know, a world where all the community problems are solved, and then what purpose does the chamber have, right? That’s right. You gotta have some job security there, right?
Jason Mock 17:19
Hopefully. So I’ll say we, we got a lot of work. I mean, we’re blessed to live in a great community. We got a great industries that call greater Dalton home. But, you know, there’s, there’s a lot of things that we want to improve on. We’re always trying to cross that finish line. I always say that the in our world, the finish line is always moving. That goal post is always is always moving. When we think we’ve accomplished and got a good product, we go, ooh, we need to tweak it here, or something else comes about. So there’s always job security and making sure that our communities are successful Absolutely.
Brandon Burton 17:59
And that was my point, that goal line keeps moving, and there’s always going to be, you know, things to focus on, and some of the things will stay on that list for some time, until you can really find a positive solution. But seeing that these are issues in almost every community, it seems like I don’t think anybody’s found that silver bullet just yet, but they’re all working towards good things and innovative ideas that’ll come out of it too. Yeah,
Jason Mock 18:26
and one thing I’ll say that has made this successful for us, and it may not make it successful for another community, but what’s made it successful for us is the folks that we’re engaging with. We have a big tent kind of philosophy, everybody’s invited to the room, everybody’s opinion is listened to and allowed to give comment about what’s going on. So we meet regularly with community leaders that are not businesses. They may not even be a chamber member. We’re meeting with folks to make sure that they understand the value of believe greater Dalton and what’s going on, but we’re also there to listen to what they they their input. Because we know this is a community strategy. It’s led by the chamber, but it’s a community strategy that we want our community to buy into. And so if it’s, you know, somebody that is retired and but lives in our community, is invested in our community. We want to hear from them. It’s a single mom trying to raise two kids. We want to hear from them. If it’s that business owner that has two employees, or that business owner that may have, you know, 1000s of employees, we want to hear from them, because this is their community just as much as it’s our community.
Brandon Burton 19:38
Yeah. So that leads right into the next question I had for you. So you had mentioned, with the in 2018 when the strategy was first being built out, there was a lot of surveys and things going on. How has that evolved? You mentioned you wanted to hear from all these people. I imagine surveys are going out to members the community at large. How is that being communicated? How are you gathered? Bring that information. We
Jason Mock 20:01
actually do a survey every year to our community. It goes out we we blast it out as best we can. We get it on social media. We make videos about it. You know, I’ll say this, our community, our city limits, is about inside city limits of Dalton, 52 53% are Hispanic. So we we put the survey in English and in Spanish. We have our marketing materials in both English and Spanish. We have folks that are speaking about it at different events and Rotary Clubs and civic groups. So we’re out there, you know, pounding the pavement for about three to four weeks the surveys out there, and the main thing we’re looking at is a net promoter score. Many chambers are starting to look at net promoter scores for their their their membership, from their events. We look at it from our community as well. And so we’re trying to improve our net promoter score throughout the years we’ve we’ve climbed a little bit on some things. We’ve dropped a little bit on some things, so we’re constantly working on that. The other thing we do with our survey is we poll and survey our high school students, our juniors and seniors. Get this survey. We want to hear from them. So we work very closely with our school districts, our superintendents, our principals, to make sure that this survey is getting in the hands of our students so that they can give us feedback. One thing we want to do is, you know, talking about the brain drain, we don’t want that those folks to leave our community. We’re blessed that we have Dalton College, Dalton State College, here in in our community. We have a technical college here in our community. But we also want folks to know, students, to know that there are great jobs in our community. So we want to hear from our students what they think about greater Dalton, because we know that they’re the future of our community.
Brandon Burton 21:56
That idea just alone in asking those high school juniors and seniors for their feedback shows that, hey, the community cares about me, right? There’s a place for me if I want to build a career here, if I want to, you know, grow my family here, there’s a place for me, and I don’t need to look somewhere else necessarily. And
Jason Mock 22:14
what’s amazing about this is going back to that net promoter score, usually, the net promoter scores of our students is higher than our net promoters of our adults, of the community. So that’s a great thing. I mean, I mean, when you look at it, the future is bright for us, but the that they really believe in the place they live, they love the place they live. And that’s, that’s cool.
Brandon Burton 22:33
Yeah, that is cool. I’ve got a a son that graduated last year, and a daughter, it’s a junior this year, and I’m thinking, would she, would she specifically fill out a survey? And I hope she would, yeah, I hope that would give that, that boost of confidence of, you know, the community cares about me, and they want me to they want my feedback. You know what? My opinion matters, especially as they get into that voting age, and they get more involved civically, like we want them, knowing that their voice matters and
Jason Mock 23:01
going still with that same survey, we also we carve it out a little bit. We ask you if you are a mother or father or parent or guardian with a student in our school system that has been in their school system currently or in the last five years. They then fill out a different or same survey, but they’re filling out some additional questions about how they rank our schools. What is it that they like about our schools? What is it they may not like about our schools? We take that data, we meet with our superintendents, we meet with our school board representatives, and we talk to them about the information that they have. Some of the data at the last year, survey came back that are we have two school system. We have a city and a county district that our County school system, their career and technical education was being called something in house. Parents were calling it something else, or didn’t recognize that. So that the that change right there had a negative on what they were offering. But what the school says is, we’re calling it a, they’re thinking it’s B. So we gotta work on our language. We gotta look at work on our communications. Fast forward to this year. Those numbers were drastically improved because of the way that they changed how they communicated that with their with their parents, so just little things like that making a bigger difference for how, you know, we can solve problems around here. Yeah,
Brandon Burton 24:29
some minor adjustments that are easy to make and it, you know, it’s night and day difference. Yeah, that’s great. Have there been other examples like that? If the feedback that you get from the surveys, just, I like those, those minor adjustments. Because sometimes you see the feedback, you’re like, Oh, this is gonna be big undertaking. This is another five to 10 years to move this ship, you know. And others are like, we can do that next month, you know? Yeah,
Jason Mock 24:54
most of them, those little ones, are great, like you talked about. A lot of the stuff we get are. Those bigger picture you know, ooh, this part of our community needs to be improved. I would love to see us have this type of retail store or this or that, but that right there just gives us feedback, and really and truly, it gives us our elected officials political cover. A lot of times, elected officials across the country are hesitant to make a decision, hesitant to make a move when it comes to growth or spending some dollars, but when you can come to them and say, the community as a whole has voted, has given their opinion that they want to see this improve, that’s political cover that they can go back at a county commission meeting and a city council meeting and say we’ve heard through our chamber, through this survey that’s given out to the community, that this is an important issue to us, and therefore we’re going to step into that arena and help solve that, because now they have that political cover to do that.
Brandon Burton 26:03
Yeah, having data means everything, right? That’s right. Having that information, I love it. Well. Jason for chamber listening, who’s wanting to take their organization, even argue their community up to the next level? What kind of tips or action plans, maybe you offer them to try to accomplish that goal.
Jason Mock 26:24
First of all, I would say, get a group of leaders together to have that conversation. And this is where you’re going to think big picture. What are the issues we’re facing today, what are the issues we may be facing tomorrow, and then, what are those issues that we may be we’re not sure of that are 20 years, 30 years down the road, if you can get that, if you can get that group together and have that kind of conversation as first but two, you gotta be willing to talk about, I hate to say it this way, the ugly in the room or the ugly in the community, what needs to be improved On. You can’t be as scared to lay it out on the table to say, you know, we are not successful in this area. We need to improve our school systems in this way. We need to improve our streetscapes in this way, or our look in this way. But it’s going to take a lot of push. I’ll say the first time that believe greater Dalton got introduced to the Board of Directors for the chamber. It was not well received. The board did not want to get into this arena. It took some more conversation. It took some more time with business leaders to convince the chamber board, at the time to invest in this project, once we had that investment from the board, we then had to go out and get the investment from our elected officials. We knew we needed both parties. We knew we needed the business leaders and we needed the the elected official side of things invested in it. So we had those two sides. And then we went and found key leaders. And I would suggest you go find key leaders that may not be at the table, may not be at your may not be a board member, may not even be a chamber member, and this is a good way to get them to become a chamber member, but you may have to have those conversations with with key leaders in the community that you may not talk to on a regular basis, and if they can get their buy in, and then I’ll say, dream big, but Start slow. You want to have that big picture of one day our community can look like this. Our community is going to have XYZ, but know that that doesn’t take place overnight, that it takes time. We the first year. You know, lot of people go what you did the first year. We did a lot of studies. We paid for a lot of information, but that data helped us to be ready for year two, or for the believe 2.0 the next five years, where we’ve put some more data. I’ve had invested more data, but at the end of the day, we’re working on more projects than we’re working on on studies this year, and so that will just grow. So just know it takes time. It takes leadership, it takes vision. And you know, Rome wouldn’t see, you know what built in in a day,
Brandon Burton 29:06
right? Yeah. And as you’re giving that explanation, I’m reminded the book 13 ways to kill your community. And you talk about, you know, pointing out the ugly. And you know, people don’t want to live in a community that, whether it’s visibly ugly or just, you know, things are not welcoming, or whatever those those stinky parts are, you know, your community got to recognize it and fix it, that’s right,
Jason Mock 29:29
and just have those open conversations. I think chambers that chamber CEOs and leadership that don’t have those tough conversations with their boards or with their community, or doing a disservice to their Chamber members, because our members are talking about it. Our business community is talking about it at the water cooler, or at the ball games with their with their kids, or, you know, at church, you know, they’re talking about, Oh, would you see the potholes that we came in on throughout, you know, the. This afternoon, or whatever it may be. So we have to be open minded to know that if they’re talking about it, then we should be talking about it. Yeah,
Brandon Burton 30:06
absolutely. Well, Jason, I’d like to ask everybody I have on the show, as we look to the future of chambers of commerce, how do you see the future of chambers and their purpose going forward?
Jason Mock 30:18
They’re changing every day. You know, I think the chamber of the past and the past is last, is yesterday. Chambers are always evolving and always having to think of things. I think if this kind of project, believe greater Dalton community strategy for a greater community would not have been something that would have looked at 2030 years ago, I think chambers would have just said, That’s not our lane. We don’t need to get in it. I think more and more we’re seeing chambers having to get in lanes that we may not have been in last year or 20 years ago. We have to be thinking about how we’re truly growing a community as a whole. We’re helping our members, but we’re helping the bigger ecosystem of our community. And at the end of the day, we may not be serving and helping some members through this process. They may be elevating themselves because we have a better community. That’s okay. That’s okay because we want businesses to succeed, and at the same time, we want to show value what we’re doing. And hopefully they see that value, and we can show that, hey, look, we’re we’re working on your behalf, even though you may not know of us, you may not see us, but there’s a role that we love for you to play within our community, within our chamber. So I think chambers have to think big picture, be very broad in the way that they operate, and not pigeonhole themselves and just those events and networking side, but really look at the whole ecosystem of the community that they they represent.
Brandon Burton 31:47
Yeah, great explanation. Absolutely need to to get outside of just the the networking and so forth. That’s a means to an end. It’s not that. It’s not the main focus. So, right? But I
Jason Mock 31:59
think in the end, you know, we’re going to have to look at, you know, I don’t know this answer, and I know you’ve, you’ve tackled it a little bit on your calls, and love to learn more about it. But the membership side, I mean, that is always changing, and it’s a dynamic stuff. And, you know, I was telling somebody, and you’ve heard this, and our audience has heard this, you know, people were joining the chamber because my grandfather was a chamber member. My daddy was a chamber member, you know? And now it’s getting to a point where the new business owners are going, I don’t, I don’t know that, and there’s really showing value of what that value is and and everybody’s value is different. Everybody’s Chamber’s value is different. Everybody’s community value is different. So you have to find that value that fits for your community and your organization. Yeah, absolutely.
Brandon Burton 32:41
Well, Jason, this has been fun to have you on the podcast. I appreciate you taking time to be with us today and sharing some of your experiences examples you know, going through the your community strategy there in Dalton, wanted to give you a chance to share any contact information for listeners who may want to reach out and connect with you? Yeah,
Jason Mock 33:00
I’m happy to my email address is mock@daltonchamber.org, and I’ll be brave enough, I’ll throw my cell phone out there. If anybody wants to call me, please do 770-241-3629, I’m happy to meet with you, talk to you, and help any way I can. I think we’re all in this industry together, all in the boat together, and whatever we can do, I can be learning from you, and hopefully you can learn a little bit from us. That’s perfect,
Brandon Burton 33:27
and we’ll get that in our show notes for this episode to make it easy to find. But again, Jason, it’s been great having you on the show and and appreciate you sharing these examples and and really, you know, shining a spotlight on what what a community can do to really have a strategy and move the needle going forward.
Appreciate it.
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