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Strategic Planning Pitfalls with Carol Hamilton

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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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Brandon Burton 1:44
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Our guest for this episode is Carol Hamilton. Carol is principal of grace social selector consulting, LLC, and host of mission impact podcast. Carol helps organizations and teams become more strategic and innovative or greater mission impact. She facilitates strategic planning, mapping an organization’s impact and organizational assessments for nonprofits and associations. Carol, I’m excited to have you with us today on chamber chat podcast, I’d love for you to take a moment 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. Well,

Carol Hamilton 2:42
thank you, Brandon, thank you for having me on the podcast. It’s an honor. Yeah, I so my name is Carol Hamilton, gray social sector consulting. And I, I was trying to think about, you know, what, what interesting thing could I share, but I think one that informs the work that I do is that I am the younger sister of a person, my brother has significant disabilities, he’s autistic and profoundly deaf and developmentally disabled and growing up with him, you know, as as, as my older brother, I definitely saw the way in which the world was not built for someone like him. And so for me, when I’m doing my work, I’m always trying to contribute my small part, to really building a world where everyone can thrive where there really no exceptions to that. And so that’s that kind of what is what motivated me to, you know, come into the to the nonprofit sector and want to be part of movements and groups and organizations that are really trying to help build a world where everyone can thrive.

Brandon Burton 3:52
Yeah, I like that it’s nice to to have that that driver you know, behind you that that background that really motivates you to you know, for greater good. So, I think that I imagined that will come into our conversation today and inclusion aspects as a topic today. But based upon your work and the kind of the focus that we wanted to take our conversation today on the podcast is going to be focused around common strategic planning mistakes. So I’m sure you have some examples and things that you can share with us from your experience and meeting with different organizations and going about strategic planning and I’m excited to dive in deeper and learn from these experiences as soon as they get back from this quick break.

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All right, Carol, we’re back. So as I mentioned before the break, we’re talking about strategic planning mistakes. So for chambers that are tuning in, creating a strategic plan is a integral part of their organization being able to know their mission and purpose going forward. And as they go about creating strategic plans, what are some of these key things that you see that stand out that organizations maybe ought to be aware of? And some of these mistakes, etc, that maybe we can help these chambers avoid some of these pitfalls? By sharing some of your experiences? Yeah,

Carol Hamilton 7:13
yeah, I think pitfalls are probably is a good way to put it. Because certainly nobody goes into the process trying to, you know, have it not be productive and effective for the organization. But I think one of them, and I’ll be a little, I don’t know, whether controversial or contrarian here is that the common wisdom around boards and staff, and I’m sure that there are many of your listeners who are probably maybe on the volunteer side of local chambers, but where they do have staff, it’s been seen that the board, or traditionally been held that the board is the one who’s in charge of strategy. And I, you know, that’s certainly an important role for the board. But I like to take a whole organization approach where really every brain, every part of the brain, both that analytical side, and all the complexities that people bring, all of them are important to the organization’s future, and kind of opening up the conversation, to include more people into how you structure and frame up your vision and will really serve the organization well to help have people be motivated and more motivated to be behind. Whatever you ultimately as a group decide are your big, big goals, the big vision that you’re moving forward. So I would invite leaders to, you know, bring and bring more of a kind of big tent approach so that when a lot of people talk a lot about buy in, and then you know, if they do it with a small group, and then bring the plan to other people and wonder why they’re not excited about it. I would say get the people in the room with you, they’ll get excited about it. Because they’ve been they’ve had a hand in creating that vision. Yeah,

Brandon Burton 9:05
and I think that’s such an important part of creating a vision is getting buy in from as many people as possible and being able to feel like they had a voice and creating that plan. So as it’s unveiled and in you get rubber to the road, you get more people that are willing to participate and help move that mission forward. I like how you, you mentioned how typically, you might see how a board that might be a pitfall, right, where if it’s just the board sitting in a room creating a strategic plan. Maybe they’re missing insights from others in the community. So when you talk about getting more people involved, if you are looking at a chamber of commerce, what examples might you give of other types of people or organizations or what where would you look to to get more involvement in creating that strategic plan? And or chamber. Yeah,

Carol Hamilton 10:01
and I think when I say that it doesn’t mean that everybody is ultimately at, you know, the the planning session or the retreat, it’s that you’ve taken the time to get feedback from a variety of stakeholders, you’ve identified who those stakeholders are, who are important to, you know, moving the vision of your organization forward. You know, the people who are you’re very involved volunteers, your staff, your members, but then wider than that people in the community that you have partners with other other organizations that you have alliances with, the people that you serve, all of those folks will be important, they won’t necessarily all end up in the room making the decisions about the organization, but taking that time to talk to people and get feedback. And oftentimes, that’s where an external party consultant can help out because folks will be more willing to kind of share candidly, with someone who doesn’t have a stake in the outcome. You know, in terms of that, that feedback and input, and will also help to synthesize all that information, because it’s a, it’s a big lift to talk to a lot of people, and then you’ve got so much information, it can feel overwhelming, but how do you sift it down to some of the important nuggets, that then you as a as a smaller group of board, and staff can really chew on and say, Okay, this is what we’re hearing from people, this is what we’ve set ourselves about what we want. And this is a, this is what, you know, this, this is the significance that has for us in our future going forward. And oftentimes, I find that, again, that kind of fear of that big tent is that folks will be overwhelmed by the number of opinions, ideas, all the different things. And in terms of when I’m talking, when I’ve done this work with groups, I’ve actually found that they’ve been surprised by how much agreement there actually is. And pleasantly surprised. And it often will bring issues onto the table that maybe they were thinking and they talked to somebody in the hallway, but you know, after the board meeting, but they they weren’t weren’t willing to bring up in the in the formal session, and so that this process can give, make it safer to have those conversations about critical issues.

Brandon Burton 12:33
I like the point that you make about bringing in a consultant for that specific purpose, because I think there’s a lot of value in bringing in somebody from the outside. I’ve seen myself in that role it were a, I’ll joke about being the bartender, you know, we’re the members, the members of the organization, they’ll tell you all their gripes and all the things you know, that they see wrong with the organization, and the things that they like, and the things that they’re excited about. Sure, exactly. But things that they may not be as open to just telling the chamber directly or to get the face of the chamber executive and say, I disagree with this or that or so having a third party come in, there’s a lot of value to be able to flesh out that real, meaningful data, that information that you can get from people that you wouldn’t get just having your normal day to day conversations. And I think for a chamber staff to be able to try to collect all this feedback, on top of doing their day to day job, it’s a big lift to try to do that and make sense of all the information they’re bringing in. So having a consultant somebody who’s focused on that, and being able to go through with all that information means and present it in a way that makes sense. And you can look at a report and kind of go over and say, Okay, it’s good feedback. So in soliciting that feedback, you’d mentioned talking to individuals. So I imagine there can be an interview portion of soliciting feedback, talking to some of those key stakeholders, surveys, what what are some of the ideal ways you see in soliciting that feedback that have been effective from your experience?

Carol Hamilton 14:24
Yeah, so it’s going to depend on each organization and, and the scope and the scale and, you know, their capacity, the budget, all those things, but generally, it’s a combination of interviews, one on one interviews, focus groups with, you know, groups of people up to eight to 10, and then surveys, and so, some combination of those will will, you know, enable you to really get into what people perceive as the strengths, the challenges, the opportunities, and all the things that are important for the Future of the organization. And I think another mistake that organizations make is thinking that strategic planning is just about about having a retreat. And so for me that that date, that kind of listening tour that you can go on, is a really important fundamental piece to get that good snapshot of where are you at this moment? Where is the organization right now? You know, what are people are saying, across the board? Are challenges and things that are getting in the way? And then what are the strengths that everyone’s seeing and the opportunities? So really being grounded in that kind of what’s our current reality? Right.

Brandon Burton 15:39
And before that retreat happens, you need to have good accurate data to go off of exactly decisions. Right. Exactly. There’s the planning before the retreat that that takes place. Yeah. So

Carol Hamilton 15:51
that’s, that’s part of that data gathering process. Yeah. So

Brandon Burton 15:55
as I’m thinking of these interviews, I think my first thought goes to with the chamber to go to the members of the chamber to get feedback from them, I think it may be important to even solicit others in the business community who are not members to find out what what do they see the role of the chamber being? Why are they not members? You know, they have they been members in the past? What can we get from that experience? But also, committees, right? So there’s different committees within organizations and getting their feedback on their role? And how they see that being a part of the greater organization? And how can things maybe be more efficient? And I don’t know, I’m just trying to think of all the different sources to gather data from to be able to create a rock solid strategic plan. Are there other areas that you would think have to go to for to gather that information?

Carol Hamilton 16:57
Yeah, I mean, you know, usually, I’m working with the organization and a set of small, smaller set of folks from the organization, usually a combination of, you know, staff leadership and board, to really identify who all those important stakeholders are. So the organization will know, you know, who’s really important for us to talk to, and so we’ll work together to come up with that list of okay, who are we going to kind of reserve that one on one interaction with who are we going to invite to more of a group experience? Who are we going to reach out to via a survey? So really thinking through those those important points of you know, who, who most matters to the future of the organization? And also, what do we want to learn from them? You know, what are the big issues that we see that we’re curious about, that we also we kind of know, our perspective on, but how, you know, is that in alignment with how other people are seeing it? So kind of getting that cross check of, you know, is how we’re seeing the things aligning up with everybody else? And, and where’s their agreement? And where’s their, you know, some some divergence of opinion. I

Brandon Burton 18:07
like that. And you said, Something stood out to me, you said, what do we want to learn from them? And that should be the basis of all these interactions? Right? Right, what do we want right from them. And that takes me back to the thought of inclusion when you shared the tidbit about your brother and kind of that lens that it gives you in looking at your work? How do you go about inclusion, and specifically getting these opinions of voices that may not be heard, as regularly as they probably should be?

Carol Hamilton 18:42
Yeah, I mean, I think it’s important to think about, you know, as you’re making those decisions about who you’re going to prioritize, to interview and do focus groups, and surveys is really the power dynamics within organization of, are you only favoring people who already have the most power and already have the most voice and already have the most influence with the people that you you talk to one on one? Or are you doing more of a cross section or of the organization so that you get that rich feedback from a variety of people. So it’s it thinking about it in those terms that will help help define and really put inclusion at the at the center. As an organization, if you want to grow, you know, being able to see the wider net is going to be important. So,

Brandon Burton 19:39
yeah, so we’ve talked a lot about gathering that information, the data, and then the retreats is usually what people think about when you think of a strategic plan. So let’s focus a little bit more on the actual implementation of the plan. What how should that look? What are some of those pitfalls that you’ve seen that people need to be aware of to avoid as they go about implementing their strategic plan?

Carol Hamilton 20:07
So before we jump to the implementation, there’s one thing I wanted to say about the retreat, which I think is also another pitfall that people can fall into. And it’s kind of the, I think it’s the thing that leaders fear when they bring a lot of people in. So they fear a retreat that ends with just flip chart after flip chart, after flip chart, have nice ideas. And they haven’t taken the time to talk together. And I actually asked people to do this at the very beginning, before they start brainstorming ideas of how are we going to decide what we’re actually going to do, because you can never do it all. And you can’t do all the good ideas, you know, so you need a way to discern which ones are going to be the ones that you focus on. And so having that conversation upfront of how are we going to make some decisions, and then ensuring that somewhere in the process, you are making some decisions and discernment is so important. Because otherwise you end up with this laundry list plan that isn’t really a plan. It’s just a wish list. And so if you end up with a wish list plan that that gets in the way of implementation. But yeah, I think that’s that’s another key point that being clear with everybody all along the way that you’re going to have to focus on a couple things, you’re going to have to make some decisions. And if you can be clear with everybody, okay, these are the things that we’re looking for, you know, we’re looking for things that are going to grow revenue, we think we’re looking for things that are going to increase member satisfaction that are that are going to, you know, improve our reputation are going to, you know, contribute in some way to community health, whatever it might be. You’ve, you’ve agreed ahead of time, what those criteria are, that they it all aligns with our mission. So that then when you have that long list, you can go through and actually make some decisions.

Brandon Burton 22:12
Yeah, no, that makes that makes a lot of sense. I know. A lot of times, people and even other organizations will come to the chamber and say, here’s a great idea of something that you should do, right? And then it becomes that wish list of others. So I can see where you can have those turns ended up being a long wish list. Yeah, it’d be great if we could do this and that, but when it comes down to it, you need to have the resources to be able to execute and be able to do it well, right? You don’t want to just take something on and then have it be lackluster, and have it end up being a bad representation of your organization because you’re not doing it well. So yeah, moving beyond that wish list and having a solid plan is is huge. That’s important.

Carol Hamilton 23:03
Yeah, so and that list of criteria that you come up with can be great in that instance, of all the different people coming and saying, Well, you should do this. Well, we can run it through this kind of rubric decision making flowchart, if you will, and decide whether it actually fits, you know, fits our goals or not. But I think in terms of moving from, okay, we’ve got a plan, you know, it’s got three to five big goals, no more than that. We’ve identified, what are some of the action steps that we’re going to take, we’ve really gotten clear and gotten shared understanding about what does success look like for each of those. So oftentimes, I’ll see plans that have that big goal, have a couple action steps, but don’t necessarily go that next step of saying, Okay, if we take this action, what do we expect is going to happen? What do we think that’s going to look like that in the way so that we can know whether we’ve had the success. So this is where you get, you know, your your performance indicators, whether that’s some of them will be, you know, quantitative, but some of them may be qualitative, some of them may be, you know, we decided we’re going to take a new approach in membership. And we’re going to work with somebody to come up with a plan around that. And so, you know, the first success item is going to be we, we have a plan. So there’ll be a variety of different things. So with that, then thinking about okay, so this is a plan over three to five years. How do we actually what are we actually going to do in the next six months, just focus on that and not try to predict what you’re doing in year three, I see a lot of people getting caught up in wasting time, trying to nail down every detail over the five year three, three to five year period. And I say just take that for next six months, that next year. And that’s where you do your implementation plan of who’s going to do what by when? I

Brandon Burton 24:56
like that. It’s hard sometimes to Do you get caught up in the big vision, the big plan and you forget that it’s the day to day actions that execute on that five year plan. So as you talk about these performance indicators, it’s probably good to review what those performance indicators are in some sort of a regular interval. Do you have any suggestions on how how often to look bad like, because you can also get caught up on the data and continually look at it and not move the needle or feel like you’re moving the needle? So what’s a? And there’s probably not a straight answer for it. But what would be your guideline to being able to check those performance indicators and see, you know, how things are trending?

Carol Hamilton 25:42
Yeah, so so the two step for me of really making a plan, integrating it into your into how you do your work, is creating that that shorter term implementation plan, but then also coming to agreement about, okay, so we’re going to check in on this at this meeting. Every you know, quarter, or every six months or every year, whatever, you have an agreement again, ahead of time of how you’re going to do that. And then to remember that the strategic plan it you know, we talk about things being living documents all the time, but somehow, in people’s head, once the board has approved it, it becomes this, like, you know, written in stone, sacred document, and it’s not, it’s a plan, things will happen that you can’t anticipate strategic planning is not about predicting the future. It’s about setting your intentions about where you want to put your energy. So you’re going to have to readjust, you’re going to So it’s that kind of balance between, we have some goals, we have some strategy, we have some structure, and we’re going to be flexible. It’s not an either or it’s a both. And so having an agreement about how you’re going to do that, and who’s going to be able to make some updates is really important as well.

Brandon Burton 26:53
Yeah, I think that pandemic taught everybody that need to be able to be flexible. It’s a plan, but we need to be able to pivot and make adjustments where needed. Yep. Yep. So that’s a great point to make. Are there other things when it comes to strategic planning pitfalls that we haven’t addressed that come to mind that we want to make sure to touch on?

Carol Hamilton 27:17
Yeah, I think, um, you know, it’s, it’s when you’re actually doing that decision making about what are you going to focus on over the next three to five years, it’s balancing, you know, we want to stretch, we want to improve, we want to grow. And we don’t want to, again, it’s kind of a different version of that long laundry wishlist. But if the if the aspirations are so beyond where the organization is, it’s also going to fall flat because it just doesn’t match the capacity. So not to just say, Okay, this is this is all we can do, because that’s all we have right now. But being realistic about where you are, and what’s going to move you forward to actually, you know, so that you have the resources to do what you want to do. So having not having those two things be decoupled. Yeah,

Brandon Burton 28:08
reminds me and I’m terrible at attributing quotes, but I’ll say the quote, you can look up whoever said it, but something to the effect that individuals underestimate what they can accomplish in 10 years, but overestimate what they can do in one year. So Oh, my God, or one week, right? Yeah, one way Yeah. You go out and you say, and this year, I’m going to do all these things. And really, it’s like, no, like, you got to eat the elephant one bite at a time. Right? Right, we’re in a 10, five, or even less strategic plan is three to five year plan. Because we see the quote unquote, failures on those smaller timelines, we don’t feel like we can shoot big because we’ve we’ve seen the smaller steps not come through, but we sell ourselves short in realizing what that cumulative effect of having those small effects has over that longer time horizon. So

Carol Hamilton 29:01
yeah, so it’s, it’s the tricky part of trying to find that Goldilocks spot of, you know, just enough stretch, and also, you know, tempered with some realism about, you know, what can we accomplish with what we have? Yeah. And then what do we need to get if we want to do you know, when we want to do more?

Brandon Burton 29:19
Absolutely. Well, Carol, as we start to wrap things up, I like asking for chambers who are listening who are interested in taking their chamber up to the next level, what kind of tip or action item might you have to share with them as they try to accomplish that goal of raising her elevating their, the level of their chamber?

Carol Hamilton 29:40
Yeah, I mean, the the tagline that I use for my podcast is, you know, people who are in the non in the nonprofit sector, who wants to do good in the world without being a martyr to the cause. And so, I think the thing that I’ve been hearing a lot from people recently is when leaders get in their own way of having the organization be overly identified with one person, and to step back and realize that it’s a group effort where it’s always a collective effort. That’s why we have organizations. And so how can you take small steps you were talking about that eating the elephant, one bite at a time to start building leadership capacity throughout your organization. So, you know, asking a staff member to share and facilitate part of a board meeting, if you do the whole thing all the time? You know, just taking small steps, what’s one thing on your to do list somebody else could do? And they could learn from it. I know, it’s easy for you to probably you could probably do it faster. And it might take a little longer to give them all the context. But I think the more we’re building leadership capacity, the the we’re also contributing to the strength of the organization long term.

Brandon Burton 30:53
Absolutely. And I think that’s such a key point to not have the organization be about one person. So it’s about relying on your board and your organization’s your ambassadors are all the different committees and different things that are involved. And I don’t know who eats elephant anyway. But well, right.

Carol Hamilton 31:13
Doesn’t mean they don’t appreciate it. And it doesn’t sound very tasty.

Brandon Burton 31:17
That’s right. Sounds tough. But I also like asking, as we look to the future of chambers of commerce, how how would you view the future of chambers and their purpose going forward?

Carol Hamilton 31:29
Well, I guess, I would hope that chambers would join me in my, my goal of trying to contribute to a world that really thrives for that really is built so that everyone can thrive without an exception. So whatever businesses can do to to contribute to helping their community thrive. And have it be you know about about all of us, versus, you know, a few people I, I would love, I would love the chamber movement to be part of that.

Brandon Burton 32:03
Yeah, I think that’s great. Carol, for listeners who might want to reach out and connect with you and learn more about your offerings, and how you might be able to help their organizations, what would be the best way for them to reach out and connect?

Carol Hamilton 32:17
So my website’s Grace social sector.com. You can find me on LinkedIn, although my name is pretty common. Carol Hamilton. So also check out mission impact. It’s on all the podcast platforms. You can find me there. So

Brandon Burton 32:35
that’s awesome. And everybody listening is listening to a podcast so they know how to find exactly so looking permission. Carol, this has been great having you on chamber chat podcast. I appreciate you setting aside some time and being with us today and bringing the value and experience from your perspective and strategic planning and helping to give these chambers that are listening to an extra boost as they go about doing that and there are organizations that really appreciate thank

Carol Hamilton 33:03
you so much. Thanks for the opportunity.

Brandon Burton 33:05
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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 Sarah Sladek. Sarah has been referred to as a social equity expert and recognized as both a global leader in strategy and talent economy influencer, organizations worldwide have relied on her insights to plan their futures foster cultures of relevance and belonging and realize growth. Sarah studies belonging through the lens of social change and generational influence alongside trends and shifts in organizational cultures, workforce development, consumerism and economics. She refers to this comprehensive approach as next gen intelligence. Using this approach, Sarah has successfully turned organizations around bringing them to a place of increased relationship building and revenue generation. She is a founder and CEO of XYZ University, a training and consulting firm advising organizations worldwide. She is an author of six books as well. In addition, Sarah is a web show host podcaster, one of my own heart member of Forbes, Business Council, and contributing writer for boardroom magazine. She was recently named to the Global list of women who advanced associations, and she’s prominently featured in the jobs of tomorrow Docu series, currently streaming on Tubi. Her expertise has been prominently featured in international media, and she’s keynoted events throughout the United States, Canada, Australia and Europe. We’re excited to have Sarah 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.

Sarah Sladek 3:46
Oh, fantastic. It’s an honor to be here, Brandon, and hello, Chamber Champions. I like that little saying, because if you work for a chamber, you have to be a champion. I’m saying that because something about me. I started out my career, one of my first jobs was working for a chamber. It was a hot mess. And that kind of set me on the trajectory that I’m on now in terms of my career. And then one other interesting thing I will share about myself is just a few weeks ago, I was invited to the White House for an inaugural Business Leaders Summit. So that was kind of cool.

Brandon Burton 4:26
Nice. That is exciting. That is really cool. So I’m curious and I’m sure listeners are curious. What what kind of role did you have when you started in your career at at a chamber? What were you doing?

Sarah Sladek 4:38
Yes, I was the Director of Media and Communications. And, and this was in I’m gonna date myself just a little bit here. But this was in bridging late 1990s, early 2000s. So it was kind of a crazy time anyway, you know, we We’re seeing at that time, a lot of people were saying, Oh, are these Gen Xers, they are not joiners, they’re very difficult. We were seeing technology really start to take off, I went to a couple of ACCE conferences, and one of them they talked about, oh my gosh, we’re gonna have this fandangled new thing and a couple of years, you’re gonna have a computer in the palm of your hand. And everyone went, Oh, my gosh, what, you know, crazy like no way. That’s a joke, like people thought that’s not real.

Brandon Burton 5:33
shapers are saying take it back. Take it

Sarah Sladek 5:37
back. Exactly, exactly. So it’s just a time of transition, there was less staff turnover, and it was just, it was just a time of change. Really,

Brandon Burton 5:46
that is a lot of change going on at that time. So I’m trying to put myself in your shoes, that timeframe. And in that role director, media communications, that’s a lot crossing your plate at that time that’s new, and trying to digest and understand, which probably set you up well, for the career path you’re in now with being able to see things through that lens. So why don’t you tell us a little bit about what you do with XYZ University? And just kind of a little bit of your background? Maybe we didn’t touch in the bio, just to help set the stage for our conversation today.

Sarah Sladek 6:20
Sure, absolutely. So yes, I can really harken back to that experience at a chamber. Because I had a light bulb moment while I was working for the chamber where I kind of thought to myself, Okay, wait a second, where are all the young professionals? Why are we struggling to get younger members involved? Everyone on our board is over the age of 50. And I just had this moment where it was like, Wait a second, if we are really intentional about succession planning, what’s that mean for the future of our organization. And where we were also at that time, there was a lot of buzz around our member companies saying, Gosh, we’re having a hard time engaging in talent. And so that seemed like a big problem that the chamber at that time should be helping to solve. But in any case, I kind of had the proverbial pat on the head that Oh, sir, it’s very interesting thinking about succession planning and the next generation, but we don’t really have to worry about those things. And I was convinced we didn’t need to worry. So fast forward, I started my own business called XYZ University XYZ standing for generations, X, Y, and Z University, meaning we do a lot of research training on this topic of what organizations and communities need to do to engage the next generation. And that, of course, has burgeoned into a real challenge for a lot of organizations. And so that’s what I do.

Brandon Burton 8:02
Yeah, absolutely. That’s awesome. So one thing that you really touched on that kind of struck a chord with me is when you talk about that, as a chamber, say we’re really struggling to engage the younger generation or even as a board wipe, you were noticing they’re all over 50. And I think chambers, for the most part, I think, have taken a hard look at the board and trying to especially through the lens of diversity, equity and inclusion, they’re trying to make sure that the board represents the greater business community. I think I’ve seen a lot of chambers making adjustments to have younger board members on there. But as far as the overall membership, that still tends to be a little bit of a struggle in trying to resonate, what’s your the value proposition is that their chamber to this younger generation, who, maybe they’re starting off without a lot of funds, maybe they’re trying that they’re an entrepreneur trying to do it all on their own? Maybe they don’t realize that they need a team yet. Maybe it’s the language that’s being communicated to them it could be a whole slew of different things that are missing the mark with this younger generation. This I’m excited to dive in deeper on this topic with you today as we dig in on engaging the younger generation going forward. So we will dive into this as soon as they get back from this quick break.

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All right, Sarah. So I I teased it before the before the break there that we’re talking today about engaging the younger generation. So from the chamber lens, from the experience, you’ve seen from the things that you’ve gathered throughout your career with with XYZ University? What are some of those ways that a chamber can really focus in on that younger generation? And? And is it the language they’re using is the way they’re communicating? Is it the value proposition? What what are those things that they need to be mindful of when trying to attract and speak to the younger generations?

Sarah Sladek 12:18
So it’s all of the above. And we could spend probably hours talking about this, but I’m going to try to boil it down to just a couple of things. One is, I think chambers, membership organizations overall, just need to be very intentional about making room for young people. So I’ll give you an example. Um, well, we have one person under 30 that sits on our board. It’s, but that’s not enough, right? It’s like, we think we can just check a box and be done. But no, what we have realized over time, is that radical change is needed in order to create room for younger generations and actually succeed at engaging them. So what I find in a lot of organizations, is it number one, there’s a lot of guessing, and a lot of stereotyping. Well, we have a young person in our firm, so I think all young people want this, I have a kid this age, and they’re so into this. And so this is what we should do. And so they you know, rather than put the time in to organize a focus group, I think tank, do interviews, do surveys, do the actual research, to find out what young people want. There’s just like guessing, and often when we’re just guessing or not making the right choices. So that’s one thing, you know, knowing for sure what young people want, being intentional about outreach should be the second thing, and actually creating room for them. And that means making sure that young people actually have a voice and the seat at the table. And that, you know, it’s not limited to one or two people who are younger, but actually being intentional about what’s our outreach, what’s our strategy, to begin to engage new people, new voices. So

Brandon Burton 14:18
I think that’s important. And one thing, a question that came to mind, because you talked about a lot of guessing and stereotyping that goes into addressing the younger generations. And instantly, I thought, you know, what I observed with some younger generations, I thought Hold on a second. What is the difference between observing the younger generation and stereotyping the younger generation? I think there’s a difference there. But I think it’s a fine line for sure, where you take the one experience or a couple experiences of observation and apply it across the board. One of the things that I have observed is it seems that the younger generations There’s a lot more things for them to be interested in, there’s a lot more things vying for their attention and their time. And to be able to try to grasp a little bit of that attention when there’s so much going on, I think is some of the struggle. Is that something that you’ve observed? Or am I am I applying a stereotype? I don’t know. No,

Sarah Sladek 15:24
no, no, no, it’s so true. We’ve moved into an era where time Our time is our greatest commodity, it’s one of the only things we can actually control, who we spend our time with how we spend our time, whether it’s a valuable use of our time, according to our opinions and experiences. And that, you know, we we started to covet our time and really try to manage it. When things when more technology took hold, and no society started to feel like it was spinning out of control, we had more awareness of what was going on in the world because of access to more information and technology than ever before. And so we started to see, and especially during COVID, as well, this, you know, I’m going to covet my time and hold it dear and precious. And absolutely, there is more competition than ever before, it is easier than ever, for someone to start their own networking group or their own, you know, business support group, or what what have you community building group? And so chambers are experiencing more competition, which is why it’s more important than ever to be really in touch with your members and constantly asking, what is it that you need want and expect? Something I remind organizations all the time that I think they sometimes forget, is that really the primary reason people join and get involved with an organization, research has repeatedly shown, the primary reason is because they believe you can help them solve a problem. So and problems shift and change according to Career Stage, according to whatever is happening in society, you know. So it’s on the chamber leaders, it’s it’s their responsibility to know, what challenges are our members currently facing? And are we doing a good job at responding to those and attempting to solve those challenges? All

Brandon Burton 17:31
right, well, that sets the stage for the next questions. How do we, how do we engage with them, and in a way where we can gain some of that feedback, to be able to speak to them in the right language and to address what their problems are? And help craft solutions to those problems? Yeah.

Sarah Sladek 17:49
You know, it’s interesting to think about, but we are really not in the practice of asking for feedback. Yes, we serve a but I’ve I often hear from organizational leaders, whether it’s chambers or other membership types of organizations, well, we can’t do too many surveys, we can’t ask for too much feedback. You know, there’s like, there’s a fear of what will people say? What will they think if we’re asking their opinions? Is it too much? You know, so on and so forth. And I think, you know, we’re living through this era of tremendous and very rapid change, which means, again, the needs and interests of our members are changing, and business is changing. And so if we aren’t really attentive, and really in conversation and dialogue all the time, with our, you know, consumers, members, leaders, volunteers, whatever you want to call them, our audience. If we’re not in communication, things change, and then our organization’s already behind. So we have to be anticipating change. So your question was, what are some of the ways we can do that? Well, there are so many ways, it can be quick polls, it can be longer surveys, it can be a monthly sit down with the Chamber CEO and bringing in 10 new members each time 10 People get chosen to come in have coffee with the CEO, and share their feedback or ideas. It can be you know, focus groups think tanks, there’s just so so many opportunities to actually engage in dialogue. It’s just simply we’re not in the habit of doing it. But we need to get in the habit.

Brandon Burton 19:38
Yeah, I guess. And I liked that idea of bringing in 10 new members with the Chamber CEO and have that cup of coffee and just have a conversation. Just listen. I guess when I’m thinking of the membership at general, if we’re noticing that there’s not a lot of that younger generation in the membership How do we reach them? How do we how do we engage with those ones that are not part of the organization already? And I guess part of it is you’re getting feedback from hopefully their peers in that our members to be able to see what we can apply, you know, to the greater business community, that younger generation, but I think that seems to be the trick of how do we reach those people that we’re not currently reaching? And being able to attract them to the all these great offerings that our chamber has to provide? Yeah.

Sarah Sladek 20:32
So I think a lot of times organizations make the mistake of thinking it’s all about social media. And it is certainly not, um, we find in our research with younger generations, they’re actually craving those relationships with individuals, not just social media, yes, a check social media, but that’s not really what’s forging those emotional connections and those engagement practices. So reaching young people really is most effective when you’re involving them directly, as I just mentioned, you know, doing those feedback circles and outreach efforts. But also when peers are reaching out to one another, and it’s grassroots. And then third, I would say it’s being intentional about mixing people up, at least for a time being here until we get really used to having inclusive cultures. So an example I shared earlier, well, we have one young person on the board, which isn’t enough, you know, and yes, we’re making strides in these areas. But it needs to be really, really intentional and strategic, and really a commitment. So a best practice I often share is an organization that changed their bylaws, and said, from here on out, at least 30% of any decision making group, whether that’s a council, a committee, a board, whatever the case may be 30% need to be comprised of individuals that fit into that young, professional category for this organization. It was we want people within their first five years of a career. But it could be a little longer than that. It just depends on your chamber, and what is the right fit. But by changing those bylaws, you’re putting a stake in the ground, and you’re saying, this is important, this is a priority. Community Building is important. And then you’re bringing people together in there, you know, you have experienced leaders, learning from very new leaders, you’re getting that diversity of thought going, you’re learning and teaching from one another, you’re creating empathy for one another, building relationships with one another. But also, we find that the more diverse cognitively, which includes age diversity, and more diverse groups in leadership roles are considerably more innovative. And when you have all these voices represented, you’re able to really truly represent the best interests of the chamber going forward and innovate, to some of the challenges that face the organization together. So good stuff, good stuff, and we but we just need to make the effort to say no, this is important. And we’re actually going to take the extra step of revamping some of our methodologies and practices to make room for young people.

Brandon Burton 23:44
I like the example of changing the bylaws and having a clear definition of what this these younger leaders, the younger generation are, because the question coming to my mind was, okay, if you’re 65 As a board member, and you’re like, we need some more young blood, and you get the 45 year old, because that’s younger than 65, right? It’s missing the mark on the 25 year old who’s there that’s got great ideas. So having these different segments, but I like the idea of saying somebody within the first five years of their career, I think is a great way of framing that. Instead of saying we need so many under 30 That may not be the right marker, and depending on the community, depending on who the person is. So there’s different ways you can frame that. I think I always, always give that little disclaimer with when it comes to changing bylaws, make sure it’s something that’s sustainable, right? Because this is the way that your organization runs. So think through that clearly that if you say a certain age demographic to make up your board or these decision making groups, make sure it’s sustainable going forward.

Sarah Sladek 24:54
And I don’t think it’s a bad idea to also Bringing outside perspectives. Not everyone on the board has to be a quote unquote member, it’s also good to get some new ideas or if you’re uncomfortable with having them on the board, then bring in some guests occasionally, whether they’re guest presenters or guest observers, or having a ancillary focus group that meets with report whatever, they, you know, get creative. But whenever we’re literally in an echo chamber, just continually hearing the same ideas tossed around, we can get in these ruts, you know, and we get overly comfortable doing more of this thing. So anything that and young people will push you out of that comfort zone, hopefully, but also outside perspectives. You know, and I, obviously, in chamber world, it’s a great practice when boards go to other cities, and they’re learning from other but you know, and some of those inner city leadership visits, so cool. But you can do something similar within your own community, too. And then you’re also fostering those relationships outside of your network and getting insights about why people haven’t joined and forging those relationships. And now all of a sudden, people are rethinking that decision not to be involved.

Brandon Burton 26:23
Yeah, I like the idea of bringing in guests to a board meeting. And the thought that I had is maybe it’s a committee of young professionals, that you bring in on a maybe it’s a quarterly basis, maybe it’s twice a year, once a month, whatever the interval is, make it a regular thing to bring them in and say, what are some of the things that you’re saying now, what are the things we need to be aware of try to draw on that experience, and let them feel valued that they’re bringing, you’re bringing them in, they’ve got a seat at the table, hopefully, there’s other people in their same age demographic that are on the board as well. But to be able to bring in that combat committee of sort, to be able to have those different perspectives, I think, is invaluable. That’s a great idea.

Sarah Sladek 27:10
And you know, as long as we’re talking about it, I think it’s also key to actually, this might sound really basic, to actually ask your board members for feedback. I have recently joined a board of directors, and I’m just kind of, it’s it’s intriguing, because every board, every organization has their own culture, right. And it’s just been intriguing to me to kind of watch this unfold, especially given my background, um, that every board meetings really present information, present information. It’s almost like a lecture or a teaching, you know, you’re in a classroom. And the board’s asked to vote on certain things, but actual conversation, and dialog is really limited. It’s kinda like we come there for for a class. And then do you agree with this content? Yeah, you know, sure. Okay. Great. See you next meeting. There’s never these, you know, and I feel like, Man, this is a missed opportunity. You just brought all these people together with their various experiences and

Brandon Burton 28:27
schedules. Yeah, yes. And

Sarah Sladek 28:29
tap into that. And not only, you know, because some people might not be comfortable giving actual information, you know, blurting out I hate what you’re doing here. But also, you know, ask for feedback, but also, I think, occasionally, anonymously survey the people on your board. What do you aligned with? What do you not because people will speak up in those private formats as well. And, man, it’s a missed opportunity not to be asking for feedback.

Brandon Burton 29:00
I think if you’re well organized, going into a board meeting, you can do a lot of that presenting ahead of time. Now this goes back to take a step back into your board selection and and how you’re, you’re comprising your board, you want to make sure that they’re engaged members. But if you can do some of that informing before the meeting happens, whether it’s sending the report the financials, or whatever, it may be ahead of time, getting the time to look it over, they might send you an email back, but the feedback or look at this and let me know what you think about this. And then the time and the meeting can really be used to drive something forward to have some conversation that goes forward.

Sarah Sladek 29:42
I and I Okay, one more thing. I will just, I needed a soapbox for this. One more thing I will say is that at that board meeting, in my initial board meeting, I received a board binder that was no joke like eight inches thick like just It’s

Brandon Burton 30:00
huge and wait to read it right? Oh, man, Paper,

Sarah Sladek 30:03
paper Paper, right? Everything printed out. And I nearly had a heart attack partly because it’s so huge. And there’s the expectation or tradition of disseminating this, but every board member got one. And it’s like, okay, that’s the first thing a young person’s going to say is why are you printing all this paper? It is not environmentally friendly. It is not technology friendly. It is not how we do things. Now. It’s a sign that they have really become disconnected from a younger audience as so. Great

Brandon Burton 30:45
point. Yeah. I think if that could be on a web platform where you’ve got topics that could expand, you could do a search for what you’re looking for. Yeah. Yeah.

Sarah Sladek 30:55
Ellie’s something, yeah. Not Oh, my gosh, all the trees, all the trees.

Brandon Burton 31:05
So, with with you being the expert on generations, I’m curious what things are standing out to you that are important to the younger generations right now. You mentioned the trees, all the paper. So yeah, are there other things like that, that might strike a nerve that, that you’re seeing and being careful not to stereotype, but from data and feedback that you’re getting? What are some of those things that are important to the younger generations right

Sarah Sladek 31:30
now. So what we’re seeing is a strong, strong, I’m gonna say among Gen Z, especially strong desire, they’re holding as their organizations accountable. And they want the organizations to stand for something. So, you know, when you think about like, Gen Z, I’ll give you just a little perspective here. But Gen Z is the first generation be raised with social media. So when you literally think about brain development, social development, they’ve always been able to use their voice for change. Through social media, they’re more likely to protest. And we’re seeing that Gen Z’s are really they’re coming into membership organizations. And they’re asking, What are your values? What do you stand for? What are you doing to make this a better place, but they and they really will see through any BS, they are like demanding, you know, things like dashboards. And again, this harkens back to how Gen Z was raised. They were raised when you have social media, yes. But they were also raised with technology in the classroom, like they could go into a little app and see their grades, you know, 24 hours a day. So they learn to kind of dashboard progress. And we’re seeing them bring this into workplaces and membership organizations, and they’re saying, Well, wait a second, how are you performing? Are you successful? How do you know you’re successful? If I come in, and I’m part of your organization? How do I know? You know, all the various ways to get involved and how I will be successful? So who, right? That’s gonna change things, but this, this desire to see and know how well you’re doing kind of thing, and holding organizations accountable is really, really big. Speaking of environmental, I’ve also heard from several now several membership organization executives, who’ve had young people come in to interview for jobs, and ask, what is your stance on climate change? And what are you doing to save the planet? And each of these executives said they were completely caught off guard by that question. And you know, said, Well, that’s not really what we do here. Like, we were a chamber or, you know, we were a healthcare organization, we’re about membership. And literally, in each of these situations, the young person said, then this isn’t the job for me and got up and walked out. So where’s we’re going to see that accountability factor, really, really raised. And being able to not just say we were successful this year through an annual report, that’s not going to be enough anymore. Yeah. So that’s something important

Brandon Burton 34:36
and I don’t know that they need to be huge changes, but as a company as an organization, just to be mindful of what are the things that are important to them? And then like you mentioned, the dashboard, call it the wanting to be able to track progress well to be able to do that you need to collect data along the way. So why not start trying to collect some data on things that are kind of those key into caters. And then you have something to build something from as you need to or as as things evolve. But without without something to begin with, you’re left with your your hands up in the air not knowing what to do. Oh,

Sarah Sladek 35:12
gosh, yeah. So things like value, you know. And along those lines, we’ve seen increasing intolerance to intolerance, right? So obviously, equity, inclusion, diversity, all those things are absolutes for younger people, and they will leave. But also we’re seeing more and more age diversity come to the forefront. So once again, when you look at their upbringing, shifts in parenting shifts in technology, education, all of that, you know, Gen Z was raised having a voice and a seat at the table, they were there, we it started with the millennials, but really in the 1990s, late 90s, we shifted to become a child centric society. So like it or not, we raised children to have opinions and express those opinions and to ask a lot of questions. So when they join, and what’s interesting is we’ve seen the cycle to engagement actually shift. So it used to be you join an organization, or you go to your chamber event or whatever. And if he were below a certain age, you were kind of expected to sit and observe, like, just learn about the organization, you can actually lead anything. Yeah, you watch any observe. And now we’ve seen that flipped on its head, and young people are saying, If I’m choosing to show up, if I want to get involved, I’m making a real, I’ve already thought about it, I’ve already researched it, and I’m making like this. It’s like an extension of my personal brand. Like, I believe in this and I’m so I’m affiliating my name with it. And I expect to immediately have the opportunity to get involved and to do something of substance. So they, they want a voice, they want a seat at the table, they want the opportunity to do things like produce content. That’s something a lot of people don’t know about Gen Z, Gen Z creates and consumes more content than any other generation. So they like the idea of being able to come in and help with content generation, you know, and they want to learn, they want to lead, they want to make a difference, and they do not see age as a barrier. So if your chamber still has kind of those hierarchical systems in place, that you have to wait your turn, you need to be rethinking that. Yeah,

Brandon Burton 37:53
that’s interesting. I was enjoying just sitting back and hearing you, yeah. You all these, uh, good insights that you’ve learned about these younger generations. As we begin to wrap things up, I wanted to ask, for chambers that are listening, what tip or action item might you share with them as they look to take their chamber up to the next level?

Sarah Sladek 38:18
Oh, man. Remember, remember two things, I’ll leave you two things. Number one, you your organization was founded, to represent a community, right. And I think in recent years, we, you know, chambers, membership organizations, as a whole began to lose sight of that. And began to just introduce, you know, really kind of hold steadfast to things like tradition. And we’ve always done it this way. And we need to let some of those things go to be able to evolve, stay relevant, and literally be by the members for the members. And that doesn’t mean just a few select members. That means everyone in your membership community, including younger generations, which would be the second thing I will note, I think it’s really, really important. If you want to create something sustainable and relevant for the future, you got to live in the future. So that means, you know, being mindful of trends that are on the horizon. I’m talking to business leaders about What trends are you seeing what what changes? are you observing what what’s likely to come down the pike and impact your business? Not just in the next year, but in the next five years? What are you worried about what’s keeping you awake at night, but also talking to those young linger individuals about some of the same things, and really bringing in and paying attention to not just why college students are doing. But high school students, middle school students. And the reason I say that is because everything in society has a trickle up effect. So we most of the trends that we have today, they didn’t just blindside us and pop out of nowhere. We saw younger generations, because those are usually the ones that introduce and influence trends, using certain things like let’s just say tick tock, for example. And then eventually it trickles up and influences all of us. So if we can be ahead of the curve, in anticipating trends, we’re not at risk of falling behind. And, and I think those two things are really, really intertwined. If you’re holding steadfast to tradition, if you’re not really, really talking to members, not only your current members, but your future members, you’re at risk of falling behind. And one of my favorite quotes that I’ll just leave you with is from Steve Jobs, Steve Jobs used to always tell his employees at Apple, you know, he used to challenge them. And he’s, he’d say, is the decision we’re making right now? Is this going to position our company, a generation ahead, or a generation behind? Because I want to be a generation ahead. But that’s a very, very different mindset. And it requires totally different, you know, processes and practices, it’s entirely doable. But you’re gonna have to rethink how you’re spending your time and who you’re spending your time with.

Brandon Burton 41:46
Yeah, I love the idea of living in the future. So you can anticipate those trends, see what those things are that are coming and doing that will attract those younger people? It’ll they’ll see, okay, you you’re with the times you understand what’s going on. I love that. So sir, I like asking everyone I have on the show about how do you see the future of chambers and their purpose going forward?

Sarah Sladek 42:12
Well, I think that I see the future of Chambers as being incubators. And I’ll explain what I mean by that. There. There’s a in New York, there is a incubator company, that they’re a design company. And basically, they they evolved out of the needs, they started to recognize that people within this fashion design world had no place to like go and grow their businesses get guidance, also hands on training, share best practices. And so basically, they created this big warehouse space, which you can be a member of, and you go there, and you literally get to roll up your sleeves and work in community, with other people who are trying to grow their business, but at the same time, swap ideas, swap leads. And I just think, Man, that’s a great idea. Like, I think I love what chambers do, obviously, and I worked for a chamber. And I think there’s some unmet needs within chambers and some opportunities for real creativity and innovation. And chambers are one of the most powerful organizations our country has, because they’re really uniquely suited to bring together business leaders, community leaders, government leaders, education leaders. And I don’t think I’m just gonna go out on a limb and say, I think chambers have become completely mired in detail. I think I can get away with saying that because I work for a chamber mired in detail with, you know, when are we having our annual conference or annual golf outing and things like that. And we’ve lost sight of some of the really amazing opportunities to bring all these leaders to gather, to collectively problem solve, and to be a literal space where businesses can come together and actually innovate and CO create. So that’s what I’d like to see for the future of chambers to get, you know, rediscover their roots and adapt for what the current marketplace needs.

Brandon Burton 44:34
I love it. It’s a trend live in the future. Right. VA incubator. Yeah, I love it. Well, Sara, I wanted to give you a chance to share any contact information for those who are listening that might want to reach out and connect to learn more about you your offerings, what would be the best way for them to reach out and connect Yeah, you

Sarah Sladek 44:54
can find me at XYZUniversity.com. You can also reach out to me directly by sending an email to Hello@SarahSladek.com. That’s Sarah with an H S L A dk.com.

Brandon Burton 45:12
That’s perfect. And we’ll get it in our show notes as well so people can look it up there and and say hello. Thank you for being with us today setting aside some time to be with us here on Chamber Chat Podcast and sharing your insights and the things that you’ve learned about younger generations and to help the chambers listening to live in the future and attract those, those younger members, employees, board members, everything across the board. It’s been a great conversation and glad to have you on the show. Thank you.

Sarah Sladek 45:45
Thank you, Brandon.

Brandon Burton 45:47
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Engaging Meetings with John Chen

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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.

Our title sponsor is Community Matters, Inc. With nearly 20 years in the chamber industry and over 100 media awards presented to their chamber partners, community matters provides the R&R that every chamber needs, revenue and recognition.

When it comes to publishing a Chamber Map directory or Community Guide, Community Matters has a trusted experience to help your chamber accomplish your goals. With different advertising sales models and publication styles, Community Matters will help you create a non-dues revenue machine!

Let’s hear from Becky Womble, President of the Bastrop Chamber to hear about her experience with Community Matters.

Becki Womble 1:03
I’ve been using Community Matters for probably six or seven years now. And in a previous life, I sold commercial printing so I can highly recommend Community Matters because it’s a complete turnkey job for any busy chamber exec and it’s a wonderful, beautiful printed product whenever you’re finished. And I just I’m very sold on Community Matters. And with a printing background I just big endorsement from me.

Brandon Burton 1:44
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Our guest for this episode is John Chen. John is the author of the number one Amazon hot new book release “Engaging Virtual Meetings”. He’s been meeting virtually for over 38 years isn’t could say he’s a pioneer. He has produced over 4000 virtual meetings, including an eight language meeting and the only 100% live virtual conference in the training industry. He’s a certified speaking professional by the National Speakers Association. Let’s welcome John Chen to Chamber Chat Podcast. I’d love to give you an opportunity to say hello to all the Chamber Champions out there listening and share something interesting about yourself so we can all get to know you a little better.

John Chen 2:39
Thank you so much, Brandon, this is John Chen reporting live from Seattle, Washington. And well maybe we’ll have to incorporate this fact later into the show that I once walked across 40 feet of fire back to you, Brandon.

Brandon Burton 2:52
All right. That sounds intriguing. It sounds like maybe a Tony Robbins type of experience. Awesome. Well tell us a little bit about what you do in the speaker realm just to kind of set the stage for our conversation today and how it’s applicable to chambers who are listening to the show today.

John Chen 3:13
Yeah, thank you, Brandon. And I have been a member of Seattle’s Chamber of Commerce in the past. So I think I know the audience. This is my 38th year of being in business after spending 10 years Brandon at that little software company up here near Seattle for a while and I shipped him products and got two US patents and then I really decided I wanted to do something with that I had my three passions in it which is technology adventure to help create human change. So I created a company that did team building using geocaching. Now Brandon, do you know what geocaching is?

Brandon Burton 3:48
I have kids. So yes, I’m familiar with geocaching. Geocaching

John Chen 3:53
was invented in Seattle, it is a high tech scavenger hunt that uses billions of dollars of satellite known as our global positioning system. And to help you find containers hidden all around the world. And I converted it into a team and leadership event where I was actually able to do 160 events a year brand and teaching team and leadership skills using high tech scavenger hunts all around the world. And by the way, for those who are in chambers in cities, it’s actually a great promotional activity to get people to all the different locations and businesses in your city. So I did that, you know, for a good portion of time, Brandon,

Brandon Burton 4:31
I love it. That’s a great idea, especially localized within a city to really get to know the community and get out there and engage with people in the community as well as you’re doing the scavenger hunts. That’s awesome. Well, as we focused in on our our topic for conversation today, we wanted to focus on the idea of engaging especially as we, I guess if we’re a chamber there’s different levels of engagement. So there’s oftentimes engaging from the stage maybe it’s at a chamber luncheon or annual banquet, maybe it’s at a training of some sort maybe there’s new business law in your state and you’re trying to educate your your Chamber members about this new business law or maybe the engagement is in trying to express the value your your value proposition of membership. So all these different ways we hope to address and talk to today’s we have John on the show to talk about engaging on all these different levels so I’m excited to dive into this much deeper as soon as I get back from this quick break.

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Alright, John, we’re back. Let’s dive into engagement. So I don’t know if before the break I talked about a couple different examples of how a chamber may be interested in in in leveling up their engagement with their membership and different events and things. Did any of those stand out that you would like to address first? Do you want to go from the stage scene?

John Chen 7:48
Yeah, let’s go for the person. Alright, so Brandon, let me know that a good majority of you chambers have back to the in person. And while I wrote a book called Engaging virtual meetings, here’s one of the secrets. The challenges of engaging on virtual are also the same challenges that you have in person. So one of the cool parts here is that I did earn this, just two weeks ago, I earned this certified speaking professional. And so then then the National Speakers Association gives away this designation. And it’s only given it away to 17% of their members. So that the CSP is supposed to designate you as one of the top speakers, I’d really like to share some onstage speaker tips. And I want to share two for chambers. The first one is so key, it’s the first five minutes of your chamber meeting are the most important. Let me say that again. The first five minutes of your chamber meeting are the most important. Now I’m gonna let Brandon guests a little bit like Brandon, why is this so important? Why do you think this is so important? You’re

Brandon Burton 8:55
setting the stage for what’s going to happen the rest of the event? Hopefully it’s a if there’s enough intentionality with it, maybe you can get people there in the room for the first five minutes. I think that’s huge to be able to have people there at the beginning. But I think overall, it sets the tone for what they’re going to expect. And

John Chen 9:17
now you have to think yourself, put yourself back in the seat as a new member. And I’m sitting in the chamber audience, and I don’t know anybody. Right? And in those first five minutes, I’m probably going to make a decision that will tell me and especially if I’m a guest, right, I haven’t even made the decision yet to join the chamber. Most of us in the first five minutes of the meeting will make the choice going, right. These are my people. Yeah, I belong here. Or they’re gonna make the other determination going. I’m out which ways I’ll give up my 45 bucks I registered with I got it. I’m out of the door now. All right, and so so that’s why those first five minutes are so important. So think about All the different ways so a lot of people in like some of the past chamber meetings that I’m imagining I’ve been to a lot of other different ones that kind of stat start out kind of lackluster. It’s like, you know, hey, we’re gonna start in three minutes, right? So just mergency exits are located here in here, right? He’s like you got on an airplane or something, as opposed to, right, you are going to love this meeting, right, coming up next is this speaker, he hosts the chamber chat podcast, and he’s got hundreds of people’s experience, and he’s gonna share at least three of them with you today. Let’s, we’re gonna welcome Brandon Burton, right. So something like that, how you open your meetings should really look for it. And I see this in virtual meetings. But I also see this in in person meetings. And in that first five minutes, you should really think about what are all the different ways that I can bring the meeting to order to bring to attention and saying, There’s something here for me today, like I need to pay attention, and, you know, get the return on the investment on my time and money for being in this chamber meeting. And doing that. So that’s the first one. Brandon, do you have any examples that you’ve seen of like, great ways that somebody opened a chamber meeting?

Brandon Burton 11:06
Um, I, I don’t know about great way. Like, I’m not the expert on it by any means. But what I have noticed at some, like chamber luncheons that I’ve been at is at the beginning, they will give a couple minutes for everyone at the table to introduce themselves to each other and get to know each other. Yeah,

John Chen 11:24
see, now that’s great, because you’re immediately actively talking to somebody else. You’re not listening to somebody talk and not talking. And you’re engaged because you’re meeting somebody else. And you most likely came to the Cambridge chamber to network. So I love that idea. I think that’s right on. I mean, another one, Brandon is invite one of your local musicians, who’s really good, and I have them open the first part for five minutes. And let me tell you, one, if they’re great musicians, people will pay attention to number two, it like changes the whole, you know, the whole mood of the meeting, especially if somebody’s inspiring, or uplifting, or fun, or something like that. So we’ve seen that happen. One of our conferences had the theme of the phoenix rising from the ashes. Okay, right. And so. So we actually had a singer come in, and she’s saying, Rise up from Andrea day. Yeah. And the whole place like everybody, like started, like looking at, like, you could hear a murmur in the back of the room going, This is so amazing, this is the best way to start a meeting. You know, this was like, right after the pandemic ended. And we’re like the first in person meeting. And so it added something to the meeting. Okay, so that’s the first tip, which is, is that the first five minutes are the most important. And the second one is that if you want engagement, Brendon engage, and so have a plan to engage every single attendee of your meeting before the end of the meeting. So one of them is Brandon, I think geniusly said, Let’s do a networking piece. So for the first time, welcome. I’m Brandon Wright, and I’m the host today, for the first five minutes, we want to immediately give you value. So take a moment and introduce yourself, make sure there’s enough time for everyone at the table, right? Take a minute or less, but introduce who you are, right, what you do, and what value do you bring to our community? Okay, go right. So, so now everyone’s talking. I mean, the other one is just walk out into the audience, Brandon, yeah. Or highlight your members might have two member highlights, ready to go and have them talk about their business, but also talk and have them talk about why they like coming, why they are a member of the chamber. Because if Brandon is like the executive director for the chamber, he’s always going to be saying, oh, you should join blah, blah. But when your members say it, it is so much stronger. So one of the things that I do Brown, and maybe this is not for all chamber meetings, but when I present, Brandon, I allocate up to 50% of the time for the audience to talk. Okay, and here’s the reason why. It is impossible for Brandon as an attendee to be checked out, right? checking his cell phone and checking his email. If I have a mic in his hand, and he’s talking in front of the group. Brandon has to be with me otherwise, he’s gonna like look like like, like the business chamber person. You don’t want to know who’s multitasking in the middle of a meeting, but

Brandon Burton 14:19
and you said, you know, walking out into the audience, and I know not to throw my wife under the bus at all. But if we’re at at an event and the speaker, somebody that performer comes out into the audience, her immediate reaction is Don’t come near me. Don’t come near me. Don’t don’t engage me. Don’t talk to me. Say and she will be petrified of the person but it keeps her engaged, right? She’s not looking at her phone. She’s watching the speaker, whatever to make sure

John Chen 14:45
she is she’s going like No, no, no, no, no. And so you know, even the negative engagement is engagement. It’s kind of like bad commercials, right? We would just watch the Superbowl right. Even the bad commercials will talk about going did you feel bad that was that was horrible. So I do believe That’s right. And then the second part as a speaker, there’s actually a good follow up to Brandon, right is that the psychological safety is the other thing you’re trying to build in your chamber meeting, which is that you feel safe. Taking a risk in front of your business peers. And so what you do is come up to as like, Brandon, What’s your wife’s name again? Brandon.

Brandon Burton 15:21
Sarah.

John Chen 15:22
Yeah. So Sarah said, Sarah, right? I see this terrified look in your face and said, Would you like to contribute something? Or would you like me to go to somebody else, and she’s gonna go to somebody else. But I’ll give her the choice. So because I don’t want her to be traumatized at my chamber meeting

Brandon Burton 15:37
right now.

John Chen 15:38
So you know, that’s the other part is to think about as like, I almost never call directly anybody in a chorus, but ox, I’m looking for volunteers. Yeah. But in a chamber meeting, too, especially if for the first time I’m doing this. I’m gonna work ahead, Brandon, and make sure there’s at least one or two people who are going to volunteer if nobody volunteers. There you go. And that way, we know it’s going to be a success.

Brandon Burton 16:01
Get your your plants out there, right. Yeah. So I’ve heard people that speak from stage talk about different levels of engagement. So maybe asking some questions at the beginning to get people to raise their hand or stand up or move to another table if you do this or that. So just getting them to do something as part of that engagement. Where Where would you see some value with having them actually do something rather than sitting there nodding, or? Yeah, so getting them to actually act. So

John Chen 16:38
Brandon, I come from the school of what’s known as experiential education, which is a big fancy way of saying, learning by doing Yeah. So if you were to hire me, as a speaker for your chamber, oh, my gosh, I have a great chamber story. Okay. So in one of the chamber stories, I have something and it’s so simple, right? It’s like a one foot of a screw rod. Right? And it has like, six wing nuts, or eight wing nuts on it. Okay. So the, the, it’s a, it’s a team building initiative, where every table is competing against other tables, okay. And I did this actually as a chamber speech. And so what we did with it is that you the rules are, you have to start with all of them off, then as a team, each person is responsible for putting their wingnut on, okay, and the wing that is like a task, right, and the screw, right is like a process. And then you it was a race to get all of them on and then off. And when you went off, that’s when the time expired for it. Okay? Okay. And I was trying to use it as a metaphor of like high performance business, like, if you can take a process in your business, and shorten the time to create that, then you can create more business, right? And so that you can produce more product or whatever. So anyways, this group does this. And, and the, the, so a bunch of people competed with this, and I think I was using it for customer service or something like that. And so what happened was is, so then I started talking about how to produce it. So one is that this team’s did it. And by the way, the high the energy gets really, really high when everyone is competing against each other, especially if you have like a fictitious or like even a low value prize, like a gift card. Okay. And then the funny part that came around is that when we started talking about customer service, and these groups are like, I kept talking about these, these tips about like great things that you can do for customer service, like try to protect your customers needs before they ask you. Okay, and there’s one group at this one table started laughing like a lot. And I finally had to go to the executive director going, what’s happening? Why are they laughing? Because it was kind of like weird and inappropriate. And she goes, finally, she leaned up to me and she goes, John, they’re morticians. Yeah. So I just told them this tip of like, like, you need to anticipate your client’s needs before they need them. And they’re dead. There’s like, use their first name, and they’re dead. And so it just became really, it was I was crying laughing from the stage, but everybody in the group was laughing and that was totally not planned. Brandon. Yeah. Yes, yeah, that was the stuff that people remembered. And then they actually did remember the tip. So anyways, I’m a big fan of, of if you are going to have speakers, yeah, make them do something, whether it’s a table exercise, talk to each other, you know, all these but there’s lots and lots of different ways that you can do that. And, and then use that, which is you debrief that activity and saying this is a metaphor for something in your business. Yeah.

Brandon Burton 19:42
So maybe we’ll shift gears just a little bit. So I know there’s a lot of carryover from speaking on stage to a virtual type of event. And I know chambers they all went digital during the pandemic. Most are back to in person so I’m still have a hybrid or maybe through the pandemic, they spin up a YouTube channel or regular webinar or things like that. So for those that are still engaged with the virtual type of meetings, is there anything that stands out on the virtual front? One thing in particular that I think of is kind of that waiting that awkward waiting room experience before the meeting starts? Like, they’re, they’re sitting there, they’re like, Am I really connected? When is the start? Like what? There’s an awkwardness? Right? So how do we overcome that and keep them engaged on that on the virtual front?

John Chen 20:40
Well, we created a new word for this right, Brandon, have you ever heard the word ZOC? Word?

Brandon Burton 20:46
No. Word. It’s,

John Chen 20:49
it’s a combination of zoom and awkward. It’s also like when you log into a meeting, and all the screens are black, and there’s no audio playing, and there’s no slide you’re like, Am I in the right room? Yeah. Did I just zoom bomb somebody by accident? But

Brandon Burton 21:04
and you get in a Zoom meeting now, never first thing anybody says? Can you hear me? Can you hear me? Yeah, the same technology on your telephone us to say hello, but a zoom. Can you hear me? Can you see me? Okay? So let

John Chen 21:17
me give two things. So you know that awkward pauses really something that we do work on? And there’s a cool piece of technology that almost nobody knows about? So Brandon, did you know that you can put a video in your waiting room on Zoom? I did not know that. Now, for a chamber. This is what I suggest you do. You could create like the the slideshow or a video of you, the executive director. And you can highlight right? This is the, let’s say, my hometown of Stockton, this is the Stockton, California Chamber of Commerce, right? This is what we represent. And do this is our mission statement. Here’s our upcoming meeting. And you can flash that or you can have audio. And so you’re building your brand, even before somebody comes into your virtual meeting.

Brandon Burton 22:02
I love that. That is a great idea. Yeah.

John Chen 22:05
Now in this other awkward parts that you have, I mean, you know, you’re talking about podcasts and all these other things. The good news is, is that there’s editing. So you can solve a lot of that. But if you don’t have editing, even kind of think about how you went back and been watching a lot of like old TV shows, and like an old live TV shows. They used to have people come out and warm up the audience. Yeah. Because they need them to laugh, right? When the jokes come up on stage. So you should be the same way. Even if you’re not recording, and you do have an audience, talk to them saying, hey, that’s so thank you so much for being a guest on our podcast, blah, blah, blah, you know, there will or will not be chances for you to ask question, you know, you can chat questions, and the moderator can decide to pick them up. So you just kind of talk to them about the you know, what do you have interest? Or why did you choose to log in today for this program. And so that person that ahead of time, can sometimes find some things out, I find that the great podcast hosts will then use some of that content, because now they know it’s going to solve a need for their clients, right? For the for the audience. And

Brandon Burton 23:10
I can see for a chamber maybe hosting a candidate form, you know, for an upcoming election or something to be able to do that virtually to be able to get those questions, but then to be able to have content to speak to and address and inform voters going forward. So great.

John Chen 23:24
You’re gonna do for me, right? Yeah.

Brandon Burton 23:28
Love it. So chambers inherently are their membership organizations, right? So they’re constantly trying to express their their value to potential members to retain current members. What kind of tips or thoughts would you have around engaging on the membership level, to express that value and to keep those members coming and staying with your organization? So Brandon,

John Chen 23:56
I’m a 15 year member of meetings professional International, one of the largest meeting organizations in the world. And I served all the way up to VP of education and VP of membership. And then I’m President Elect now of our national speakers Association’s Northwest chapter. And so I’m familiar with these challenges that we all have as as membership organizations about number one, the attraction. And then number two, the retention. You know, the fact that I’m a 15 year member now in MPI, makes me a bit of a unicorn so I as the VP of membership once charted the memberships based upon the number of people and how many years they’ve been in, and most organizations brand and I think you’ll probably agree with me, right? The like, over half of the members are one to three year members. Right? There’s a churn at the bottom of people who are like I’m in I’m out I’m in and mount. And so I would first start, you know, in terms of that engagement, one is take care of your, you know, five If you’re and plus members, they’re the easiest people you’re ever going to get. Although, if you piss them off, right, they will do a lot of negative damage to you that don’t ever join that chamber. Right? Right. And so I think that’s, that’s one of the key pieces around there is that if you take care of your longer term members, often, everything else will take care of itself. Now the second part, in drawing new members, which sometimes is easier, it’s more exciting, alright, to draw on the new member, because you take somebody who like knows nothing about your organization and talk about the value, you know, you sold them on the value. So number one is you got to sell them on the value. And so you need to go look at your chamber, and say, What’s at least one core piece of value that is worth this yearly membership and more, you’re gonna get a return on investment, right? Because there again, most of them are business owners, or very high in the business. And so they the time is actually probably what’s the most precious thing. So they need to know that there’s this great investment on time. And, and so they think that that’s the part they need to get a new member. So for instance, in our NSA membership, we have a multiple benefits, but one of the benefits is what we call an E speaker’s profile, which is how meeting professionals find other speakers. And the cost of that basic membership is $179. And our yearly membership is only $149. So basically, you’re getting more than the value of the membership immediately. And now every other benefit from us is gravy. So hopefully that’s a good example, Brandon.

Brandon Burton 26:34
Yeah, that’s good. I like that being able to have that one key element that no matter what else, however else, anything else shakes out there, just that one piece is going to be worth the value. I also heard a recent tip, and I don’t remember where I heard it from, but when talking to somebody that you’re trying to, I’m gonna say sell, I’m trying to sell a membership to ask them. What do you know about the chamber? Have you heard of our XYZ chamber instead of just going and, you know, just vomiting everything all over them? Start starting the conversation with what what have you heard about it? So have you? Because then if they’ve if they’ve heard anything negative, let them get that out? Otherwise, you’re going to tell them all the perks, and they’re going to have the Yeah, but I heard this or that. And so let them get that out first, and then you can add whatever the value is and overcome those objections they might have.

John Chen 27:28
So Brandon, I actually want to add my my next top tip. Have you ever read Chris Matthews book called hardball? I have not. So Chris Matthews is, of course one of those political experts. And in hardball, he detailed some of the top political tactics and techniques that politicians have been using for decades. And one of them is called the ask. And you reminded me of the story because somebody came up to me about NSA and and talked about like, they came to a meeting, like four years ago. And they were really turned off because one of the speakers started selling from the stage. Right, which is a is a big no, no, he shouldn’t have done it. But something happened. I wasn’t at that meeting. But something happened. And she goes, I was so turned off like I just didn’t ever joined. And I said, Oh my gosh, right. So I said, I understand. I think I heard about that meeting, I wasn’t at that meeting, I can tell you that we do have some things around that. So what I’d love to do is personally invite you Why don’t you come check it out again. Alright, May 11 is our next live meeting, you can either come virtual, or you can come in person because we run hybrid, right? And I’d love for you to be my guest. If you come I will introduce you around. Two hours later, she came around back to me and she goes, John, you know what, I just want to let you know that I’m going to come to the May 11 meeting and I want to let you know that your personal ASTs made a huge difference to me. So think about that for all your chamber board members. That one of the most powerful things they can do is personally invite somebody even despite they had a negative, you know, experience like acknowledge like, Okay, you’re right, maybe it was bad back then. I’m here now. When you come check it out. And you determine for yourself and my hope is that that’s how we grew membership over 63% last year, Brandon Yeah. 63%

Brandon Burton 29:16
That’s awesome. And I love the idea of having it be a board member or maybe a chamber Ambassador somebody who’s doing that talking positively about the chamber rather than a staff member trying to do is say no, I promise things of change. Let let a member let someone who’s actively engaged with your chamber extend that invitation in person I’d love that agree. This is going to be a heavy question but what else are we missing on engagement that we need to cover? The all encompassing right?

John Chen 29:50
Well, this is good I love that your answers Brandon because you know I teach another class and engagement is called the seeds of facilitation right so at I’ll do as a team builder. And in facilitation, quite often the thing that people don’t talk about or that we think we have too much of maybe here in America is controversy. Yeah, although, you know, people love a good fight. So

Brandon Burton 30:16
it drives engagement on social media for sure. Right. So

John Chen 30:20
why don’t you invite that? And so there’s two things I would say. Number one, though, is again, go back and think about, are you creating psychological safety? Meaning that can a business owner come and talk about a challenging issue that they are having, without people, you know, giving them negative harm for that saying, all right, you know, Brandon’s businesses, losing employees, but where are you know, something like that saying, because in earnest, they want to talk about these problems. So somehow or another, you need to make your meeting safe enough around that and that they can get, they can talk about it. And maybe ideally, then get another real idea from another chamber member saying I’m having I used to have the high turnover, and I got it down to like 15%. And let me share one other two or two of the tips how we did it. And so I think that’s really what you’ll find out. This is what I got a chance to interview Miranda de Santos. She is a certified Association Executive. And she has worked with over 20 associations prior to becoming an and working for National Speakers Association. And she says that the community at the National Speakers Association is one of the best she has seen. And because the community is so supportive, and even though we’re all speakers, and sometimes we’re battling it out for the same speaker dollars, but the way it’s set up, they had called it the one of the founders was a guy named Dick Cabot, and they call it the spirit of Cavett says, there’s enough for everybody. And we should share what we learned. Because we’re speakers, there’s very few of us speakers, that if we share what we learn, that we could all be better speakers. And I think business owners are the same way 10 business owners or less than 10% of the community. But they have a really unique position, again, as a member of EO Entrepreneurs Organization, as a business owner. And I think if business owners can collaborate together, they can do more. Tennessee’s EO did a stat and they said out of all their members of the total of all the employees that they have, they are the 10th largest employer for that state, as an organization, and I think that’s something that chamber should think about, too.

Brandon Burton 32:28
Wow. Yeah, that’s awesome. So as we start to kind of wrap things up here, I wanted to ask about any maybe tip or action item for chambers that are out there listening who wants to take their chamber up to the next level? What would you encourage or advise him to do to try to meet that goal?

John Chen 32:50
Well, we talked about those senior members. And I can tell you one strategy, again, I’m president of, of NSA, is that one of my strategies is that I’m attempting to talk to every member but we’re not we have an organization that’s kind of the right size. And all the Copic is brand, and it’s not to sell them on another year. I just calling to say, introduce myself as the president and say, How’s your how’s your membership going? That’s it. And what you get from that? I’ll tell you, number one, is that 90 plus percent of the organizations that I’m a member of don’t do that. Yeah. And if you do, you’re gonna hear I think, two great things, right. One of them is people complaining, I was just thinking about ditching my membership, which is a gift by the way, you have a chance now to intervene you before you didn’t even know. Or you hear the other part going, I am loving my membership. What’s the part you love the most? And they’ll tell you X and you’re like, Great, let’s do more of that. Right. And sometimes you can even get them involved. Because I think the other part about membership. That works is when you like to going back to this ask not only asking them as a member like Brandon right now, right? We are President Elect had to step down because he couldn’t you know, he’s got a family emergency. Brandon, would you be our next president for our chamber? And you’re like, Wow, and so the asker when he said that, you know, Chris Matthew said this about the house. He goes, the Ask has value whether Brandon says yes or no, sure. Yeah. Because Because of Brandon says, No, at least he knows that out of all the membership I chose him to ask. And then if he says yes, I get a whole bunch of time out of them because he’s gonna run. So I can think that’s the best thing you can do is engage your membership. One of the other things I do is when I call these members, because I’ll find out do I have a role for them? Some of them immediately told me I don’t want to be on the board. Right? I don’t have the time. I’m like, okay, that’s fine. I said, What if I could find you a committee position that was like one to three hours right? Totally self contained, do something that but also showcases something that you do and your job. I’m in there. Yeah. So that’s what I would say is go through your membership and figure out, how can you engage them? Yeah. And if you do that, I think your membership will grow and thrive.

Brandon Burton 35:14
And I think you touched on a great point that for a lot of chambers, there’ll be a reminder, they can think back to when the pandemic first happened. Everybody’s businesses shut down. And pretty much every chamber I can think of, they were calling every business to check in on him. How are you guys doing? What do you need? What can we do to help? And the stories that came back the feedback, they got back the value that their members saw from their chamber by making that personal, you know, extension to see how they’re doing and how they’re, you know, weathering the storm was so instrumental that afterwards chamber saw a huge wave of businesses that wanted to get back because now they see what the chamber does. And to be able to remember that experience, and to incorporate that going forward. Because those members will have that memory to Oh, yeah, you call me when things were really hard. And now you’re calling just to see how things are going now, it’s gonna have a lot of good rapport going forward. So that’s a great reminder that you put out there. Yeah,

John Chen 36:17
you’ll love this to brand new, which is like, you’ll get a lot of a you don’t need a pandemic to have to do that. And one of my favorite quotes is goosebumps don’t lie. And so while Brandon was talking about that, like I had goosebumps on my side and saying that, that was such the right thing to do. And why don’t people do that, like all the time?

Brandon Burton 36:38
So? Yes, yeah, that’s good. I love that saying to goosebumps don’t lie. So I like asking everyone I have on the show, about how you see the future of chambers and their purpose going forward.

John Chen 36:55
Well, rounded, I told you at the beginning of this meeting, that I’m a team builder. And I can tell you this too, after 28 years in my career of team building, that the one thing I know is that America in general is getting worse at cross team collaboration worse. Like, it’s it hasn’t gotten better. It wasn’t, it didn’t stay the same, it actually got worse. And so what I mean by that chambers give the opportunity for two or more businesses to collaborate to create more business. And they should do more of that. And they don’t. And so that’s the one thing that chambers can do. And when they do it that I knew though some of them do it well, like a business fair like a you know, a hiring fair, like solving the members challenges. But doing it collectively as a group instead of one person doing it is where I think many businesses and many organizations like chambers can add the most value to their community.

Brandon Burton 37:59
I love that. So as we wrap things up, I wanted to give you an opportunity, John to share any contact information for listeners who may want to reach out and engage with you like what they did there. Maybe maybe have you come in and speak at a state cup at a state conference or something like that, what would be the best way for someone to reach out and connect?

John Chen 38:23
I see what you did there, Brandon. Yeah, you can reach me on my website, engagingvirtualmeetings.com. Again, engagingvirtualmeetings.com. I do host a conference, Brandon, called The Engaging Conference on October 1, second, and third, it’s every October to every year if you’re listening to this later. And this year, it will be our first time that this conference will be running hybrid. And we’ll be showing the best engagement techniques, whether you’re in person or virtual or having it all at the same time. So if you run any kind of conference, Summit, masterclass, or meeting, you know, I invite you to come join us at the engaging conference and see the all the latest techniques around engagement. Thanks, Brandon.

Brandon Burton 39:10
You bet I could see somebody really nerding out at that conference and just taking notes of all the the tech and the approach to driving engagement on that virtual front. So I appreciate it. This has been a fun conversation, engaging conversation. I hope all the listeners found it to be valuable as well. And I appreciate you setting aside some time to join us today here on chamber chat podcast to share some of your experiences. I love the personal stories that you share. But most of all these tips and and action items that you shared for chambers to help take their organizations to the next level. So thank you for being with us today. John, I really appreciate it.

John Chen 39:48
Thank you, Brandon, and thank you to the chamber chat podcast.

Brandon Burton 39:52
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Policy & Advocacy with Brian Francis

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Below is an auto-generated transcription. Because this is auto-generated there are likely some grammatical errors but it is still a useful tool to search text within this podcast episode.

Feel free to join our Chamber Chat Champions Facebook Group to discuss this episode and to share your own experiences and tips with other Chamber Champions.

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.

Our title sponsor is Community Matters, Inc. With nearly 20 years in the chamber industry and over 100 media awards presented to their chamber partners, community matters provides the R&R that every chamber needs, revenue and recognition.

When it comes to publishing a Chamber Map directory or Community Guide, Community Matters has a trusted experience to help your chamber accomplish your goals. With different advertising sales models and publication styles, Community Matters will help you create a non-dues revenue machine!

Let’s hear from Becky Womble, President of the Bastrop Chamber to hear about her experience with Community Matters.

Becki Womble 1:03
I’ve been using Community Matters for probably six or seven years now. And in a previous life, I sold commercial printing so I can highly recommend Community Matters because it’s a complete turnkey job for any busy chamber exec and it’s a wonderful, beautiful printed product whenever you’re finished. And I just I’m very sold on Community Matters. And with a printing background I just big endorsement from me.

Brandon Burton 1:44
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Our guest for this episode is Brian Francis. Brian is founder and CEO of Lumin Strategies, a firm that helps Chambers of Commerce build eight plus advocacy programs through one on one consulting and a signature of advocacy framework online program. Brian’s experience covers nearly all facets of the policy and political world from political campaign leadership on successful bond referendum to successful advocacy as a registered lobbyists. He is past public affairs officer for Mecklenburg County and past vice president of public policy programs at the Charlotte Chamber of Commerce. He founded lumen strategies in 2016. This year, Brian joins the faculty for the US Chamber Institute of Organizational Management. He has a bachelor’s degree in political science from Davidson College, whose basketball program he’s supported since before Steph Curry. Brian, I’m excited to have you with us today here on Chamber Chat Podcast, I’d love to give you a moment 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. Well,

Brian Francis 3:11
great. Thanks, Brandon. I’m really excited to be with you all today. And you hit on one interest, perhaps interesting thing about me I’m big, big college basketball fan. So the last couple months have obviously been a lot of fun for me, both for my alma mater, Davidson College, but also in the Big East. My son is a freshman at Butler this year. And so we’ve been following them. A more controversial thing about me perhaps one of my passions is that I think we should eliminate timezones. And we can certainly talk about that. But that’s probably a different podcast.

Brandon Burton 3:42
Yeah, you can get on your soapbox there for a moment right. Now, that’s great. So I’d like for you to take just a few minutes and tell us a little bit about lumens strategies, what the company is like, who you serve, and it’s about advocacy, but just maybe in a brief nutshell, to kind of set the stage for discussion. Yeah,

Brian Francis 4:04
probably like a lot of companies. You know, we’ve evolved over time. So we’ve been in business for about eight years, we started as a strategic communications consulting firm, that really dabbled in a lot of different areas. But over the last several years, we’ve really honed in on chambers of commerce and helping them build advocacy programs. And we we do that two ways. One, we work one on one with chambers in a consulting role many times serving essentially as the VP of public policy for their Chamber of Commerce. In fact, some of our clients put us on their staff page as their Director of Advocacy or VP of public policy. And we also work with chambers of commerce through our signature online program, the advocacy framework. This is oftentimes for chambers that maybe are a little bit smaller, aren’t looking for the kind of the investment required to have somebody working directly with them. But what to get involved with advocacy wants to learn how to do advocacy, and through our program, we basically teach them how to institute and run a public policy or advocacy program.

Brandon Burton 5:06
That’s very helpful. And as listener might guess, we’ve decided on a topic for our discussion today to be centered around advocacy since you guys are kind of the experts on that. So we look, we look forward to dive in deeper into this topic as soon as we get back from this quick break.

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Alright, Brian, we’re back. So before the break, when you were telling us a little bit about lumen strategies, it’s obviously a company that you built around helping chambers of commerce and build advocacy programs. Why do you think that advocacy programs are so important for chambers to be involved with?

Brian Francis 7:23
Well, if you think about chambers of commerce, historically, really, the whole reason we have Chambers of Commerce is to help businesses in a community grow. And chambers do a lot of great work around networking activities, helping their members meet potential customers. But I think a core part of helping the business community grows, ensuring that there is a public policy climate that allows for businesses to grow. And really, Chambers of Commerce were instituted to represent business interests in their community. And so from a foundational perspective, I think it’s really important. I think it’s also really important as you talk to maybe your higher investor members, you know, a lot of times if you have a manufacturer in your community, they’re not looking to sell to the community, their market is global. If they’re going to get involved in the chamber, they need a different value proposition. And really the value proposition for them is what are you doing to make the overall business climate better, so their business can succeed? Absolutely.

Brandon Burton 8:25
And I know chambers of all different sizes, you know, they’re in different areas of spectrum, right, as far as being involved with advocacy. So I’m hopeful that our conversation today will help shed some light on different ways to get involved on an advocacy front, whether that’s bringing in somebody like yourself to help with that effort, or just to expose them in ways to to better support those business members that they have. So kind of along those lines with advocacy. I think there’s a real argument to have ag advocacy as an investor hook. Right. So as you’re going after new members, you’re trying to bring in new businesses to join the chamber. How would you see using advocacy as an investor hook? Well,

Brian Francis 9:15
I really do think it is something and you have to think about your high level investors, it is a way to get them to participate more in your chamber and to put more money into your chamber. And you there’s some four boxes out there people will have probably seen when you think about your Chamber members, you have chambers who Chamber members who are looking to get something from your chamber, and you have Chamber members who are looking to get something done. And one of the things we talked about is you we often think about the return on investment for members and a lot of members are looking for that return on investment. And if you think about you know a lot of your smaller members, your local retailer or maybe a residential realtor or a copier salesman, they’re looking to find customers and they’re going to measure their return on how many customers? And how much revenue Did you directly produce for them? Like I mentioned for a manufacturer or maybe even a bank or a bigger member of your community, and oftentimes the longer member longer time members of your community, those who are the pillars of the community, as it were, they’re not really looking for that so much the return they’re looking for is, how much can they grow their business, because you have helped foster a climate that is positive to them. I would also say, you know, for those smaller members, there is a direct return as well in in North Carolina, a couple years ago, there was a tax issue related to PPP loans, that local Chambers of Commerce got behind and ultimately saved small business in North Carolina $640 million through their advocacy. Now that 640 million was 5000. Here, 5000. There, but that was it made a big difference to a lot of small chamber members. Yeah,

Brandon Burton 10:57
absolutely. And I think there’s a lot of examples through the pandemic, and the PPP loans and things of that nature, where you can really see the advocacy efforts of chambers really being recognized, especially by those businesses that maybe were more transactional, to begin with, and kind of moves them over to the transformational side of things and understanding the bigger picture of what chambers can do. You didn’t necessarily use those that phrase of transactional, the transformational, but are there other ways that you can see where you can take somebody from a transactional relationship to more than transformational in this kind of a advocacy conversation

Brian Francis 11:36
100%. And in fact, one of the things I would say is you need to talk about that value. I’ve seen this with a lot of chambers we work with they they’ll have a tiered do structure, which I 100% support, and I think it is the direction all the chambers need to go and if they don’t have one already, but when you get to those higher tiers, the value that the Chamber often puts on that piece of paper is we will give you a foursome at our golf tournament, or we will give you a table at our annual meeting. And a lot of times, that’s not necessarily what those larger investors are looking for. What they’re really looking for, is we saved your company money by helping navigate this regulation or changing this local zoning regulation, or, you know, we were at the forefront of this tax policy change that is making a difference of 10s or hundreds of 1000s of dollars for your business. So part of it is changing what you talk about and recognizing the and giving credit to those people because of your investment, we were able to do this advocacy. And because we were able to do this advocacy, you saw this return.

Brandon Burton 12:45
Absolutely, yeah. But just the examples he gave there, I can see where some members may say I’m, I’m really just not a golfer like that doesn’t appeal to me, or I really don’t need to go to another meeting, like as much as I appreciate the prime table at the annual meeting, I don’t really care to go, you know, whereas if they can look to the chamber and say, Man, you guys really helped us tackle this big issue of child care, or workforce or whatever it may be, then they can really see where the needle is moving with their business with the involvement with the chamber. So

Brian Francis 13:18
absolutely, I mean, we I think we forget, sometimes sometimes it can be a hassle to have to try to fill a table. And so you’re actually making your members life more difficult on by trying to give them something that they really aren’t looking for. Right?

Brandon Burton 13:32
So great arguments for being involved with advocacy, what from your experience, and just reasonings that you can see why. What holds the chamber back from getting involved with advocacy.

Brian Francis 13:44
I would say the first thing and I hear this all the time is chamber presidents executive directors and their boards say, we don’t want to get involved in politics. And oftentimes that comes from a bad experience that maybe they had years ago where somebody said the chamber is too political. And so we’re dropping our membership. And one of the things that we emphasize to people, we’re not talking about getting involved in politics, we’re talking about getting involved in policy. And here’s the distinction that I make politics is about people and power. Policy is about laws and regulations. And I will put the caveat out there. There are some chambers out there who get involved in politics, they have PACs, they endorse candidates. And I would say that’s kind of at the end, you talked before about a spectrum that’s at the end of the spectrum. If you’ve never done anything in the political realm or the policy realm before, that’s not where you start. Where you start is identifying the issues that matter to your members and working on those issues, regardless of who supports them. So this isn’t, hey, we’re going to support this ordinance because the mayor asked us to it’s we’re going to support this ordinance because we had a rigorous process to identify what is important to our members. And they’ve told us this is an important issue that needs to be corrected in order for their business to grow.

Brandon Burton 15:03
Absolutely. And I would even say even some of the pushback that they might have gotten in the past, I think getting involved with politics rather than policy is an obvious reason why they might hear some of that pushback, but there’s always going to be somebody who’s not happy with something, and they tend to be the loudest, right? So if you’ve got 1000 members, or 400 members, and you hear that one squeaky wheel, you know, that’s not indicative of what everybody else is thinking. So everybody else is cheering you on, even though they may not be coming to your front door to patch on the back.

Brian Francis 15:37
You know, that’s 100% Correct. And I imagine most of your audience are chamber staff, folks. And that’s one of the things that we talk about. When that squeaky wheel starts to squeak, we think it’s very important for your chamber to have a member driven policy process where you have a committee that’s developing the policies, it’s reviewed by your executive committee, it’s approved by your board. So when that squeaky wheel calls up the director and says, Why did you decide this? The director can say, Whoa, I didn’t decide this, this was decided by our members, by the people who participate, who learned about the issue and identified it as being something important for us to be involved

Brandon Burton 16:15
in. Right, right. And I think for all the staff to be able to understand this is how you respond when when there is opposition. I think that’s very important. So I can understand your chambers may not want to get involved with politics. But to think more on the policy side, I think would hopefully generate some interest for chambers to get involved. Are there other reasons that that you can see why chambers hesitate from getting involved with advocacy? Yeah, so

Brian Francis 16:45
I think once chambers make the decision, they want to get involved in policy. The next step is where do I start? And where do I find the time to do it. So a lot of chamber executives don’t have experience in the policy world. They, they literally don’t know where to start. And then also, you run into this all the time, especially with your smaller chambers. You know, there’s 1000, things that they have going on, you need to get your invoices out, you’ve got business after hours, you have to plan annual meetings coming up. The local school system wants to talk about workforce development, where do you find the time to put together a policy program and and I’ll say, that’s really where we step in. Both from our past experience, I’ve been involved in the political and policy arena for more than 25 years, we kind of have the expertise of how the process works. But then also, from the capacity standpoint, we try to make it easy for our clients in either our consulting or our online program by providing email templates, draft agendas, really all the work that needs to be done behind the scenes we do for them, so that they can just go out and execute on on running the policy program. Yeah,

Brandon Burton 18:00
no, I can see where where the expertise and capacity could be, you know, hurdles to overcome. Maybe starting with with expertise, if you don’t feel like you’re equipped to be able to handle this, what are some solutions or ways to overcome it? I think every chamber needs to be involved on some level on that spectrum with advocacy and policy. But how do you overcome that big hurdle of not having, you know, the not being fully equipped, or you may not feel like you’re equipped enough to handle these these topics? Well,

Brian Francis 18:32
I think the first thing is to accept and feel confident that it’s okay that you don’t understand every issue in the middlee. Elected officials don’t lobbyists don’t There are a lot of niche areas. And so the first thing I would do is say, look for your experts. So if there is an issue that a lot of members are talking about health insurance costs, and you have an insurance agent or representative who’s a member of your chamber, go to them to look for information, go to the local hospital system. If broadband is a a coming issue in your community and and investing there, look to the telecom providers that may be involved. So within your membership, you have a lot of expertise. And one thing you can do is look to your members to help educate you on their areas of of expertise. The second thing I would do and this varies a little bit from state to state, but oftentimes the State Chamber of Commerce can be a great resource. We work in South Carolina quite a bit and the South Carolina chamber does a great job every week of putting out a an email and a social media post that has just three things to know. And oftentimes, those are focused on policy issues that are moving through their legislature. And so you can often kind of repurpose that content and share it back out to your members and establish yourself as an expert just by finding the information for your members that they don’t have time to find.

Brandon Burton 19:57
Yeah, and that that helps with The Capacity stand front too, if you’re able to have a trusted source, like a State Chamber who’s doing a lot of the legwork, they have staff members who are facing, you know, the advocacy issues, and being able to put that out, be involved, like tap into that resource, but then repurpose it, then it shows Hey, we’re tapped into knowing what’s in the know, and what’s important to you. And, and all of that, are there other ways as far as tapping into the capacity issue, that time issue for chambers with getting involved? Or is that the the main thing you’d go to?

Brian Francis 20:34
So I think those are definitely helps. You know, I would say, if you have volunteers who have capacity, this is a great way to plug them in. One of my favorite tricks, so to speak, is to find a former chair of your board, who still wants to be involved. A lot of times, you know, these chairs kind of they they have their chairmanship year, they’ll have their immediate past chair year, and they still want to be involved with the chamber, they’re not sure what to do next. And so getting them involved in chairing a policy committee, you’re drawing on somebody who has a lot of experience and a lot of leadership within your your organization. And so you can rely on them. You know, and I’d say, your drawl from other Chambers of Commerce. You know, a lot of that one of the important things to get started is developing a legislative agenda. And Chambers of Commerce typically will put those on to their websites. So go around to other communities that are of like size to yours in the state are maybe even a little bit bigger, maybe more involved with it and see what they’re talking about. And use that as a jumping off point.

Brandon Burton 21:39
I love that. It’s it’s always good to collaborate good ideas from other chambers. And and the the idea of using a past chair, I think is is crucial, because they’re intimately involved with the the goings on with the chamber. They understand the mission and vision they’ve been highly involved. And to be able to keep them involved in a meaningful way, I think is a great way to utilize a past chair, that’s a great idea.

Brian Francis 22:03
Well, the other thing I would say to with working with other chambers in advocacy, coalition building is really important. And so sometimes people are like, Why do you still want to take what somebody else did, and I can make some arguments, you shouldn’t just do that, because you want your members invested in your policy positions. So I always say use them as ideas, rather than just taking something old cloth from somebody else. But once you say, hey, childcare, and ensuring that we have more childcare workers is an important issue to us, and we want to work on it, you can leverage the other chambers who have said the same thing to work together. And not everybody has to be the leader and carry all the water on each issue. Sometimes simply saying me to our chamber to supports this can really help move something forward. And the other people who have already identified that issue will be happy to have you working with them, and won’t really see it as you’re taking something from them, but rather, you’re adding something to their efforts.

Brandon Burton 23:02
Right. And I think as far as coalition’s go, especially with a regional focus, if you’ve got the chambers within your county or a Tri County area where you’re facing a lot of the similar issues together, it’s one thing from a chamber from another state, there’s still value that can be found there for sure. But you definitely wouldn’t want to copy paste, you know what they’re doing. And then South Carolina if you’re in Tennessee, for example. But if you’ve got other chambers in your county, that you can collaborate together and really build something that’s efficient and meaningful for your members. I agree.

Brian Francis 23:36
And particularly because we’ve really tried to focus our clients on working at the state level, what we have said is at the federal level, it’s just so big. And the process, especially these days is so unwieldy. It’s hard to have influence. And at the local level, a lot of stuff just happens kind of ad hoc, you know, you run into the mayor, and you talk about an issue and it gets resolved. But the state process, it’s it is more of a process. There’s a timeline that needs to be involved. There’s, there’s a lot more work, that move happens to move something through. But chambers really can have a lot of influence. You’re seeing your state reps, hopefully, you’re seeing your state senators, they’re calling on you for advice, and it’s a place where you can really have an impact. Right?

Brandon Burton 24:18
Absolutely, you can make that impact. And I’d like to argue that maybe it does make an impact on the federal level if enough states are doing it and the broader level can see what’s important. But Brian, as we start to wrap things up here, I wanted to ask for the chamber listening who’s interested in taking their chamber up to the next level? What tip or strategy might you offer to them to try to accomplish that goal?

Brian Francis 24:43
So the first thing I would say is have a conversation with your board. You know, this is really I’ve started by saying needs to be a member driven process and that starts with your leader members who are on your board of directors. Talk to them about why you You think advocacy is important, we have on our website or by contacting me, I can send to you a PowerPoint draft presentation that you can literally drop your Chamber’s name into. And it kind of walks through how to have that conversation, a lot of what we talked about today about how to talk to them about being involved in policy, not politics. What you need to do to get started with kind of the steps are that you’ll go through the process, but the very first thing you need to do is have buy in from your board, because this is not an easy thing to do. If it is staff driven, you really need to have that volunteer leadership on board.

Brandon Burton 25:34
Absolutely. So I like asking this question to everyone that I have on the podcast, as we look to the future of chambers of commerce, how do you see the future of chambers and their purpose going forward?

Brian Francis 25:48
So the first thing I would say, obviously, we know we’re a much more global economy. So the the hometown member to member transactions become less and less prevalent, it’s easy to find a website provider who’s across the country across the world. And so I think there is a need for chambers to evolve, and to continue to provide that value. But I would also say, when you look at the political world these days, I would say that we are oftentimes dominated by extreme conversations or folks who are more at the the ideological fringe. And I think there is a need for a common sense, bro business policy advocate in just about every community. And it’s if the chamber is not doing it, we always say if the chamber is not the voice for business, then business has no voice in the community. And so I really think the futures of chambers, if they are going to continue to be relevant, they have to be involved in providing that voice to say, regardless of all the stuff that people are talking about, that elected officials are talking about, here are the things that we really need to do to invest in our community, to invest in our workforce and to promote our businesses so that our economy can continue to thrive.

Brandon Burton 27:07
Right. And I think you hit on the political fringes, I think so much of that we see on the national level, right? Watch news channels and things like that, where you get in the local levels, you get into local policy and and even state policy. And you don’t see quite as you know, dramatic ends of the you know, the those political fringes that the opposite ends of the spectrum, there’s a lot more in the middle. And there’s a lot more that chambers can can stand on as being that same center and being able to bring people together, that I think that that vision you have of chambers, the future, I think is spot on. So thank you for sharing that. I wanted to give you an opportunity, Brian to share any contact information for listeners who may want to reach out and connect with you or ask for the PowerPoint that you mentioned, to be able to have these conversations at their board, what would be the best way for listener to reach out and connect with you?

Brian Francis 28:04
Well, I’d say there’s two great ways. First of all, you can always email me is bfrancis@luminstrat.com, that’s L u m, I n s t r a t, or connect with me on LinkedIn on Brian Francis, from North Carolina, Davidson College, that should give you enough to find me, we try to put out a lot of content that is helpful for chambers of commerce through the LinkedIn. And so that would be a great place as well. That’s

Brandon Burton 28:32
perfect. And we’ll get that in the show notes as well make it easy to find and, and I would encourage everyone to reach out to Brian and ask for that PowerPoint to be able to start these conversations with your board. They will to get ideas of where on that spectrum you want to jump in at and getting involved with policy and advocacy at your chamber. And, and maybe you’re already involved. But let’s see, you know, how can you continue moving that needle. But, Brian, it’s been great having you with us today. I appreciate you taking some time to deal with us here on Chamber Chat Podcast. And I think you’ve pulled back the curtain on a lot of important topics and around policy and chambers getting involved and overcoming you know some of the hurdles that they might see as hurdles, but to see that it is possible to move, move past and move through those obstacles to really get involved in a meaningful way. So I appreciate you being on here and sharing your expertise with us. Well,

Brian Francis 29:29
thank you for having me, Brandon. Maybe I can come back and talk about Thompson sometime.

Brandon Burton 29:33
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Civic Engagement with Candance Brake

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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.

Our title sponsor is Community Matters, Inc. With nearly 20 years in the chamber industry and over 100 media awards presented to their chamber partners, community matters provides the R&R that every chamber needs, revenue and recognition.

When it comes to publishing a Chamber Map directory or Community Guide, Community Matters has a trusted experience to help your chamber accomplish your goals. With different advertising sales models and publication styles, Community Matters will help you create a non-dues revenue machine!

Let’s hear from Becky Womble, President of the Bastrop Chamber to hear about her experience with Community Matters.

Becki Womble 1:03
I’ve been using Community Matters for probably six or seven years now. And in a previous life, I sold commercial printing so I can highly recommend Community Matters because it’s a complete turnkey job for any busy chamber exec and it’s a wonderful, beautiful printed product whenever you’re finished. And I just I’m very sold on Community Matters. And with a printing background I just big endorsement from me.

Brandon Burton 1:44
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Our guest for this episode is Candance Brake. Candance is the President and CEO of the Greater Owensboro Chamber of Commerce in Kentucky. She has held the CEO position since 2015 and has a career dedicated to Community and Economic Development. She served as a three term city commissioner from 2004 to 2010, serving on conditions that led to the downtown placemaking strategy and the region shift to a knowledge based economic development strategy. Prior to holding public office, she served as executive vice president of the greater Owensboro Chamber of Commerce and Economic Development Corporation and deputy judge slash slash executive for the Davies county fiscal court. She has also served as an adjunct professor in the Department of Government at Western Kentucky University. She served on numerous boards and Ken Ken Commission’s throughout her career. She’s also a member of ACC and the Kentucky Chamber of Commerce executives and the Kentuckians for better transportation. That candidates I’m excited to have you with us today here on chamber chat podcast. I’d love to give you a moment to say hello to all the chamber champions that are out there listening and to share something interesting about yourself so we can all get to know you a little bit better.

Candance Brake 3:13
Well, thank you so much for having me branded and thanks to Carlos Phillips for passing my name on to you. He’s a rockstar around here. So and hello to all my fellow champ chamber executives. We you know we’re all right now grinding it out. And I’m think we’re all probably dealing with legislative sessions no matter where we live around the country. So it’s it’s such an energizing part of my life to be a part of a group of people who are really pushing our country forward as we push our communities forward sometimes against all the odds. So thanks for having me here today.

Brandon Burton 3:46
Yes, absolutely. Tell us a little bit about the Owensboro Chamber of Commerce. Just to give us an idea of the size of the chamber scope of work, you guys are involved with staff budget, that sort of thing, just to set the yeah for our discussion.

Candance Brake 3:59
So we actually are in the Evansville, MSA to put it in perspective of where we’re located. So we’re close to Illinois, Indiana and content. We’re in Kentucky. So we’re in a tri state area. And we have around 180,000 and RMSA. Ellen’s borough is a town of around 60 in a county of around 120. And our chamber we represent around 1000 members. Our membership goes all the way from health care to nonprofit to churches and mostly predominantly small businesses most chambers are our annual budget is a little over a million dollars. And so we operate small we have a small team of four that serves those 1000 members and we’re always trying to like every other chamber our size, we’re trying to offer more programs and and do more things for our communities because we know that that what we can do even from a programming perspective is going to translate into economic growth for our region. Yeah,

Brandon Burton 4:58
absolutely. Yeah. for staff to service 1000 members, you guys are hustling you guys are you’ve got really good efficiencies and programs in place. So

Candance Brake 5:08
I would say both I would say yes really lucky to have each other to great team.

Brandon Burton 5:14
Very good. Well, I’m excited for our topic today as we dive into that, around the the idea of civic engagement, and I think you have a unique perspective to bring to this topic. And I think across the country, there’s, you know, chamber chamber leaders from all different walks of life, some that are just starting day one today, and others that have had a whole career as a chamber executive. And you know, maybe some feel like they haven’t been given the keys or the permission to get involved civically, so I’m excited to dive into that with you as soon as I get back from this quick break.

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All right, Candance we are back. So as I mentioned before the break, we’re diving into the topic today of civic engagement. So I would like to hear from you. Just to start off, let’s let’s hear from your perspective. What should a chamber be thinking of when it comes to being involved civically in their community?

Candance Brake 7:55
So yeah, I think a lot of that Brandon depends on the size of the community or the chamber is our community. As I said earlier, we’re we’re considered a rural area. But we do have an urban center, we’ve got just a really interesting mix of what we do here economically, but also, you know, with with people who live here, we have a rising M Afghan refugee population, and then several other refugee populations that are coming to our community that we’re very excited about. And we actually have, I believe I’m bragging, but sometimes I can go just a little too far. But I believe we have the highest refugee certification rate in the country. And that’s due to the fact that we have people in our community that are that are working tirelessly to do this. So in that that person who’s in charge of that is actually our chamber executive committee. So we try to have had built a bench that really understands the community engagement piece. People who don’t see big pictures often have a hard time understanding why chambers would need to be involved in civic engagement. You know, but all the the national studies that you’ve seen, show that communities around the country that people are dealing with an ever growing sense of isolation. And isolation is not good for human beings for mental health, but it’s also not good for economies. You know, people need to feel like they’re part of things to be productive citizens. So that’s where we start started. A few years back deliberately, we engaged a data person to look at our civic engagement levels and where they were as compared to around 50 other peer communities around the country. And those peer communities would have been communities without interstates like our community and without for your public universities we have to private colleges in our community, but that public universities we know it was a giant game changer for our community. So we looked at peer communities to see how we stacked up to those with regard to civic engagement. And what we found was we were we were clearly lacking in some some very critical roles. And our board at that point said, Okay, it’s time for us to do something proactive and jumpstart where we are, as a region, or we’re going to fall behind. And that’s when we came together. And we developed a Leadership Institute. And that we started it at the chamber, and we nurtured it over a year long period. And now it is a standalone nonprofit, that it’s a nonpartisan, it’s a think tank, but it’s also a do tank, okay, we’re, we’re they’re really making things happen. But that that organization, which is in our building, but but separate, it’s really, it’s already making some great headway in civic engagement pieces.

Brandon Burton 10:55
That’s fantastic. So I would love to know a little bit more about the Leadership Institute, kind of the purpose and mission behind that kind of the work that’s driven there. But also, as I touched on in the the introduction, those who have been in chamber work long enough, have figured out how hopefully, they figured out how to get a seat at the table, how to be involved civically, but those who are brand new, maybe we can just, you know, work it into the conversation as to where they can feel the ownership and the responsibility to really take charge. You

Candance Brake 11:30
know, and I do think, and this is coming from a female perspective, but I do see, you know, a lot of chamber presidents around the country, this, this disposition is being occupied predominantly more and more by more females, I think. And that’s just anecdotal. But women have a harder time of getting sometimes just taking their seat at the table. That’s what we do. That’s what we need to do. So you know, it’s not a matter of asking for it. It’s just taking it. And, you know, stepping out of our comfort zone, we’re representing the business community, we’re representing nonprofits, and people who want to make things happen. And, you know, to me, anytime I would feel hesitant on getting that seat, I think about this isn’t about me, this is about all the people that I’m representing that write a check to my organization to fund our work. And I have to do this for them. Right.

Brandon Burton 12:22
Yeah. I think that’s a really good perspective to bring that it’s not about you, you gotta get over the uncomfortable kind of situation and just take charge and realize it’s for the people you represent.

Candance Brake 12:33
And that makes it a lot easier to be to push your way in the day when you realize it’s this isn’t about me. This is about, you know, it’s about all those other folks.

Brandon Burton 12:41
It is and as you push a certain agenda to it’s not about you or your political views at all. It’s about representing the business community. So yes, yeah. So tell us a little more about the Leadership Institute, then about what that involves. And kind of the the origins of that and how it’s how it’s become what it is now spun off into its own nonprofit. It

Candance Brake 13:00
was really an origins of, of business community and business leaders around our table and nonprofit execs and higher ed leaders and people that were seeing that we had. We don’t if you don’t know how to say this in a constructive way, but a lack of intergenerational leadership in our community. The majority of our elected officials at that time, it was actually a maybe all of them were white men, Catholic, over the average age, I think was 71. That’s

Brandon Burton 13:35
normal, right?

Candance Brake 13:38
Yeah. Yeah. I mean, that’s, you know, that’s, that’s city and county. Okay. That was all of our elected officials. Local. So, you know, it’s it was a matter of of the chamber going, Okay. This is not working for us, you know, we have to bring everyone to the table. Everyone has a unique perspective. And we have to create a city where people want to be if we’re going to compete, and we’re all saying this, and everybody that’s listening to it is shaking their head, because this is what we all deal with every day. But but the Leadership Institute was formed on that knowledge and the foundation that we have to do something we can’t be passive, and wait for someone else to do something. A cultural piece in our community has been really over the last 30 years, is to look to elected officials to lead and to kind of acquiesce, the role of citizen engagement to them. So our leadership institute is it’s more about Grassroots Leadership. It’s involving everyone and teaching people in their role as citizen teaching them how to get power for things that matter to them and that they feel like matters to the community. We have bases on the Kansas leadership Center’s adaptive leadership model And we do adaptive leadership training quarterly for people who have been in other leadership programs in the community that are interested. And that’s been really, really interesting and cool to watch. People, the light bulbs come on in people’s eyes, you know, like, oh, I don’t have to be an elected official, I don’t have to make this change. And we have some really great things happening now because of that.

Brandon Burton 15:23
Yeah. So personally, you took civic engagement to another level, right? You worked at the chamber, and then became an elected official for a time period. And all right back to the chamber. And I understand there in Owensboro, there’s a little bit of a history of, of a chamber staff becoming elected officials. So but I’d love to know what perspective that brings for you, as well, from having the chamber point of view. And then as the elected official, and then bringing it back to the chamber. Yeah.

Candance Brake 15:53
And also with the county, because I was on the county staff to was their administrator for a while. So yeah, I think the local government experience as an elected official, but also as a staff person, it gives it really gives you an inside an inside knowledge on the nuances of how they operate, first of all, you know, but also, you know, it’s kind of there’s no mystery in it kind of takes the veil off. It’s, it’s, you know, it’s representative government, and they’re here to represent us. And, you know, that’s all I don’t know. So that’s, you

Brandon Burton 16:27
know, that’s, that’s good. In that experience, was there talk about chambers of commerce that are trying to get the local chamber involved at different things are very siloed. No, the

Candance Brake 16:40
chamber, the chamber was always, what’s the chamber going to think about this? What’s the chamber gonna say? And then, when we did our we did that massive economic development placemaking strategy piece downtown, the Chamber support for that was critical, because we did write attacks to find it was $150 million in infrastructure improvements, and then 40 million from the federal government’s thanks to Senator McConnell. But but we had to raise those, we had to raise taxes. So the chamber coming to that meeting, when we raised it, and we had a, we had a City Commission chamber full of very angry, very loud, as anyone can imagine. And there was, it was one of the toughest meetings I’ve had, and I’ve had some tough ones. But having the chamber there to stand up and support us, was invaluable. It didn’t slow the den of the The cave people, the citizens against virtually everything. But it did, it did. It did give us the wind, I don’t know, in the courage, you know. So as a chamber president, now I know how important our role is, to those elected officials and to the staff, you know, because sometimes the staff are doing things that the elected officials don’t like, but the chamber wants them to do it. So it, you know, we have an important lobbying role within all the things that happen in the community,

Brandon Burton 18:04
right. And every community is so different on what their needs are and what those hot topics are at the moment. But for, for somebody who may be newer in the position, what would be a good first step to try to maybe level up there or get involved civically? And really? No, it’s about taking the seat, but really making the introductions trying to go to lunch with somebody like what what would you suggest, like tactic wise, to try to get involved?

Candance Brake 18:33
So I think I think the adaptive leadership model is the most important, you know, because your core constituents are going to depend on what issues you know, and if you were moving into a new community, I think that would be one of the more difficult chamber roles to take, because you have to find out, you know, who, where’s the power? And who are the players? Who can you trust that you have to do a lot more listening? than speaking for I would say here, you know, and that’s what I did you have to learn the rollback, but you do have to learn? who’s listening to whom, and, you know, who are the experts in what areas and and who are the, you know, we’re the hidden roadblocks or the hidden. I don’t say enemies, but the people that are going to try to kill projects in progress.

Brandon Burton 19:21
Yeah. So do you find that as a chamber, you’re taking issues to your local governments? Or are you seeing what the local governments do and trying to get behind those things that support local business? Or does it go both ways? How does how’s that relationship?

Candance Brake 19:35
It’s absolutely a mixture. You know, it’s there every day is a different, you know, piece of our partnership, but some days, it’s them coming to us and some days, it’s our going to them. But regardless, it’s that partnership is is very important to all of us here. And it’s the only thing that we can when people stopped talking, we stopped moving forward,

Brandon Burton 19:56
right, right. Now I think that’s so key. You So I always like asking this question. So for listeners who are out there who want to take their chamber up to the next level, what kind of tip or action item, might you suggest that they can maybe try implementing at their own chamber to see some positive results?

Candance Brake 20:17
Well, I think, for smaller chambers, one of the problems is that we don’t have, we don’t have the time to do things that we need to do. And I think one part of what what I did when I got into this position was we had all of these active committees. And I have a different philosophy on that of the committee meetings, because I worked on the echo chamber days where we had small business committee that had to meet once a month, we had to have the programming we had to do, and then staffed for other committees, and all I was doing was staff and committees, and not doing work, or not doing the important work for the community. So we have, we did an essential, basically an inventory on really where we are the chamber, we are a small business committee, I there’s there seems to be, so we eliminated things, and then we shifted to programming. And that has been, that’s been something I think that’s made us very successful. It has helped us engage a different group of people in the community through our programming. And it’s also given us an opportunity to develop some non dues revenue potential. And I mean, we all know that the non dues revenue is very important to our, to our existence.

Brandon Burton 21:32
Yes, no, I think that’s such a key point to touch on and, and really just taking that inventory of, you know, what is it that’s that’s sucking all your time out? Doing

Candance Brake 21:41
this? You know, why are we doing this? And is this really feeding our mission the way it needs to? Right? Yes.

Brandon Burton 21:46
So it’s not only the time, but it’s the energy that gets sucked into, like you were saying these different committees, right. So then when it comes back to that important work of really moving the ball forward, there’s nothing left in the tank. So I think being able to reassess, eliminate, shift those priorities and programming, I think you guys are, that’s, that’s great. A great tip. For listeners to really take inventory and see what they can do.

Candance Brake 22:12
You gotta be brave to do it, because it ruffles feathers. And you have old timers who have had been on the Small Business Committee for 35 years. And you know, that’s that was their thing. So, you know, but you got to find a way to get those people can onboard to. That’s

Brandon Burton 22:25
right. In fact, we just we did an episode a few weeks ago about overcoming the vocal minority. So if you miss sang, go back and listen to that, like

Candance Brake 22:34
we can do. I think we need to know a lot about that. That’s right.

Brandon Burton 22:38
Absolutely. So I like asking everybody, as we look to the future of chambers of commerce, how do you see the future of chambers and their purpose going forward?

Candance Brake 22:49
Well, I think as our local communities across the country become more nationalized in our politics, I think chambers are going to be more and more important than ever, we have, we have an existential piece, particularly in in areas like islands burrow, where we have lost corporate headquarters, and those corporate headquarters, when they move to other communities around the country, they lose that loyalty that they would have to their local chambers. You know, Walmart was thinking that they’re not members. But we do, you know, everything that we do helps Walmart, and but you look at so many different companies that have taken chambers off of their radar screens. And in essence, what they’re doing is making money in a community. And throughout, then they’ll give some money to a non charity, and then think that checks their block when the chamber is doing the heavy lifting for the charity as well. So we have to figure out how to articulate to those those corporations, why we are important, and get people to understand that and care about it. So I think that’s going to be a real challenge. But the scary part is there’s that big challenge there. But there’s also the vacuum that we have to fill with the leadership piece. And you look around the country, and I look at my colleagues and the great work they’re doing. And and I believe more than ever, you know, and I, I believe that chamber chambers of commerce, can can make our country better I really do. Because they don’t care what party you’re in. They don’t care what your private agendas are. We’re just trying to move the community forward. We’re to me with a great example of, of really how, how our country can work, you know better.

Brandon Burton 24:41
Yeah, no, and I think you hit on something there with really getting that that messaging down to these big corporations that are more national national chains because they do they look at the bottom line and what’s going to make the most profit and then they’ll give something back to the community but it’s not. It’s not hitting where it counts the most. Yeah, it’s for show. It is it is. It’s for show. And I’ve seen that and seen the messaging that these big corporations put out about, essentially just that it’s about the bottom line. Yeah, yeah. So if if anybody hits on something that works well, there, you know, please share it with us. I’ll have you on the podcast, and we’ll talk all about it. Yeah. Both candidates for for anyone listening who would like to reach out and connect with you or learn a little bit more about how you guys approach your civic engagement there in Owensboro, what would be the best way for them to reach out and connect with you?

Candance Brake 25:38
My email, which is cbrake@owensboro.com. That’s love to hear from from colleagues from around the country. Yeah, energizing and empowering because we are really all going through. And I will say one more thing that I would give to a younger or a new person in the chamber world is find another chamber executive, somewhere that’s leading that’s similar to your organization that you can call, and you might be calling to cuss about the the mayor, or you might be calling to cry because your board chair, you know, did something, you know, but But it’s having that person that you can trust. And that really understands, because, as we all know, nobody understands like how insane this world is, until they’ve been in it and the complexities and the balancing act and everything we do every day. There’s just there’s not a lot of folks that understand it. Yeah. So when we talk to chamber time, because chamber time here, you know, one week is actually about two years, it feels like right, I mean, yeah,

Brandon Burton 26:42
so now it’s true. And I think that’s such a great piece of advice. And I would even add to it that as you look to the other chamber executive, the other chamber professional to connect with and have your chamber time. Look at where you are professionally and look at someone who’s maybe a step or two ahead of you, however you determine that. But there’s some real icons in the chamber world. It may seem unattainable to get to where they’re at, if you try to connect with them right away, but look at somebody who’s a step or two ahead of you. That’s doable. You can you can get there and you can look to the adding more people to your chamber time,

Candance Brake 27:21
we all know and we all know Brandon and I know you feel the same way we all know that, that it’s feels makes us feel just as good to be that person that’s called the younger and the more aspiring and makes we could just as much as all of it, you know, as we do when we call the person that’s two years or two things at the wrong from us. It’s yeah, it takes all of us

Brandon Burton 27:40
you get all those reminders of when you were in that position a few years before and like, oh, yeah, that’s why we do this now. Right?

Candance Brake 27:47
And also, you know, it always works out.

Brandon Burton 27:49
That’s right. That’s right. Well, I will get your email in our show notes for this episode. So anyone can look you up there and connect with you. But I really appreciate you setting aside some time today amid your busy chamber schedule to view with us and offer your experience and insights especially on this important topic of civic engagement. So thank you for being with us today.

Candance Brake 28:12
Thank you so much for inviting me and thanks to everyone else for all the great work you’re doing.

Brandon Burton 28:17
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Mergers, Acquisitions, & Affiliations with Arthur Havlicek

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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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Becki Womble 1:03
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Our guest for this episode is Arthur Havlicek. Arthur is the President and CEO of the Southwest Michigan Regional Chamber of Commerce and native of the region himself. Arthur grew up in Bridgman and graduated from Lake Michigan Catholic High School in St. Joseph. He earned his degree in political science and public administration from Grand Valley State University in Grand Rapids, during which time he also began managing and winning political campaigns. After college, Arthur served as staff in the Michigan House of Representatives where he was involved with numerous significant legislative achievements. With nearly a decade in public service experience by the age of 27. Arthur decided to return home. He assumed his current position as president and CEO of the chamber in January of 2020, and has quickly become a recognized leader in both his industry and his community. Arthur currently serves as board member at the Michigan Chamber of Commerce, the Michigan Association of chamber professionals, other local organizations and as executive director of a local community and economic development organization called the Bridgman area Chamber and growth Alliance. He’s also a 2023, graduate of the prestigious business leads fellowship program through the US Chamber of Commerce Foundation. And Arthur, I’m excited to have you with us today here on chamber chat podcast. I’d love to just give you a moment to say hello to all the chamber champions that are out there listening and to share something interesting about yourself so we can all get to know you a little

Arthur Havlicek 3:31
better. Well, sure. Thanks, Brandon. Thank you, first of all, for having me. I’ve I’ve listened to many of your podcasts with chamber professionals over the last four or five years as I’ve tried to look for advice and counsel on how to take our chamber to the next level. So hopefully I can pass along. Some tidbits to the next generation of folks hear something interesting about me is always a tough question to answer, I think but a development in the last four months was the birth of my daughter Nora. So it’s my wife and I’s first child born on September 12, and you know what a what a paradigm shift in anyone’s life. Having that first first kid and the love that you experience and the smiles that you get that just melt you and you know, being her dad as has quickly become my absolute favorite thing about life. And watching my wife grow into a beautiful mother and it’s been in the last four months have been incredibly rewarding. So I’d say that is that’s what’s top of mind right now,

Brandon Burton 4:47
as it should be. That is awesome. Congratulations to you and your wife. That’s cute. That is something exciting and goes quick. My oldest just turned 18 So it goes In a blink of an eye, and before you know it just cherish her.

Arthur Havlicek 5:06
I can’t even imagine her with teeth. And so thinking about her at 18 is

Brandon Burton 5:11
let alone an attitude, right? Yeah, wait for it. Tell us a little bit about the Southwest Michigan Regional Chamber. Just give us some context, the size of the chamber scope of work, you’re involved with staff budget, that sort of thing to kind of set the table for our discussion.

Arthur Havlicek 5:30
Sure. So we are a lean and mean organization. We are a Tri County Regional Chamber of Commerce in southwest Michigan serving Burien, Cass and Van Buren counties. We are a 501 C six, which many chambers most chambers are, I believe, and we have about 700 members spread geographically throughout the region. And in multiple states, which is easier for us to say considering we are right on the border of Indiana and often have to compete with Indiana for for business development. We have three full time people on staff, we are on the precipice of hiring a fourth person with some restructuring that we’ve been able to do. And our budget is really only around I’d say 400,000. So you know, that is something that we have taken a look at. And it’s a byproduct, I think of what I would consider the old chamber membership model. And we are trying to shift to a new organizational structure that allows us to fundraise for more impact, hire more staff, have more capacity, do more programming and better serve our businesses so we can talk about what that looks like. I believe that is that direction is the future of chambers. Yeah,

Brandon Burton 6:53
sounds like you’re on the precipice of some really exciting things and some big changes there at the chamber. So the topic that we settled on today I know there’s been a lot of interest in chamber world around this so I’m excited to get your perspective on it but around mergers and acquisitions and and bringing in affiliations you know, with with other chambers possibly so we’ll we’ll dive in much deeper on this conversation and your experience on it as soon as they get back from this quick break.

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All right, Arthur, we’re back. I would love to know just from the time you joined or came on board at the Southwest Michigan Regional Chamber. January 2020. There’s some things happening around that time right now, yeah. You can say that the applecart was being kind of tipped over business wise, you know, for for local businesses, small businesses, big businesses just in general, but Chambers as well. So through the pandemic, we saw, you know, some reorganizations with within the chamber world. And I’d love to maybe just get the background and history there locally. like for you guys, what did that experience look like and how things evolved since you came on board in January 2020?

Arthur Havlicek 10:06
Sure, so I get asked this all the time, basically having enough time to find the bathrooms before our entire world changed. And, you know, everyone’s first reaction is, is what terrible timing. I mean, that couldn’t be worse timing. And I genuinely believe the opposite. Actually, I was able to step in, in my role, find the bathrooms made a lot of the key community leaders that I would have to interface with and work intimately with over the, you know, the coming months, and years. And what I always say is, I didn’t have time to get into the chamber box. So we had no problem thinking outside of it, frankly, we were able to act very quickly, very boldly, which were two, I guess, crisis management principles that we actually intentionally adopted during that time. And we tried to innovate and do new things. And while you know, a lot of a lot of organizations, a lot of businesses were rightfully saying, I just don’t know what to do next, we were viewed very much as a leader, and a Pace Setter, and, and we’re able to rally the community around various causes and, and really just energize them. And then my background, in in Lansing, allowed me to read the tea leaves a little better than most, I think, and be able to predict what restrictions were coming next, or make phone calls and clarify what those restrictions included in Michigan, as you may know, is one of the more stringent or someone even say draconian in their handling of the pandemic. So we had businesses shut down for well over a year, entire industries. And again, being on the border, we felt that more deeply, because all of our consumers just drove 20 minutes to Indiana where everything was open. So we were I think it was our level of activity and how vocal we were saying, being pro business and pro public health are not mutually exclusive. There’s a way that we can do this and keep customers safe employees safe, keep our community safe, and keep commerce moving. And I think that the community responded to that. I think they respected that. And frankly, I think that that’s our role as Chambers of Commerce. That’s part of what we were formed to do. And we shouldn’t shy away from those conversations.

Brandon Burton 12:51
Right. So when you were given a little bit of background about your chamber, you had mentioned you guys are a Tri County Chamber. How long have you guys been at Tri County Chamber? And how did that come to be? Great

Arthur Havlicek 13:06
question. So our chamber has gone through multiple evolutions, I guess, this 2024 is actually our 70th anniversary. We started as the Twin Cities area Chamber of Commerce, and that would be in 1954. If the math is correct, and then operated like that became one of the largest chambers in the state, actually, at the time around the 1970s. With something over 1200 Members, I think, very, very impressive. And then is community started to move towards more economic development organizations and economic development focus. We merged with a community development corporation to form another organization and economic development organization. And our chamber sort of went away for a couple of years until the community raised their hand and said, We’d like them back. So then it came back as the cornerstone Chamber of Commerce serving its historical footprint of Northern Burien County. And it wasn’t until we affiliated with a another local chamber in my hometown of Bridgman that that decision was made. You know, looking around the country at some trends for towards regionalism, why don’t we regionalize we’re the largest chamber in the region already. This affiliation with a community, you know, miles away from our historical footprint is is a perfect opportunity. And so we rebranded from the cornerstone Chamber of Commerce to the southwest Michigan Regional Chamber of Commerce, and that would have been, I believe, in late, it was about 2018 2019. So really right before I I got here and just because of the leadership transition. You know, I don’t think that a lot of a lot of that leaving that regional mission had been able to be completed yet just pure sake of timing. And so that was something that I immediately put my foot on the gas, and said, If we’re talking about serving a broader territory, we need to figure out the best way to do that with a small team, we can’t be everywhere. And, and I think that we’ve been able to do that authentically, since my hire, we have absorbed actually two chambers. And that would be the Lakeshore Chamber of Commerce in a town called Stevensville. And then, the Baroda area business association in a small town called Baroda. Neither of those were, you know, we didn’t want to see them go, which is a point that I want to make very clear. We went through a whole process, which I can talk about later, where we were like, What can we do to prop you up but with, you know, just less engagement, from a volunteer perspective in which we see in every community across the country, it’s getting harder to sustain these entities, these all volunteer entities. And so they’ll look to organizations like ours that have the resources and the staff and say, Hey, can we just hand you the keys and trust you to do a good job, and you have to build trust to do that, but that’s what we’ve done. So I think our organization has, in its entire history, absorbed three chambers outright, and has affiliated with one being the Bridgman chamber and growth Alliance, which we’re, we’re going through changes. They’re exciting changes. Yeah.

Brandon Burton 16:55
Now, so that’s it is fascinating. And I, I think that’s important, you had said that you didn’t want to see these chambers or business associations Go Go away. Which is, I think, part of the reason why you guys stepped in to help help make that continue, you know, helped create a bridge, I guess, to continue on with the work that they’ve been doing there. But why don’t you touch a little bit more on that, that the approach with how you didn’t want to see them go, but also supporting them during that transition period?

Arthur Havlicek 17:27
Sure. So. So again, I think both in both of those cases, I mean, they had membership anywhere between 50 to 100, maybe a few more members. And so, you know, in that regard, they were, they were doing well, but it changed over on those volunteer boards, and some of the loss of some of that institutional memory and the burden of having these, typically business leaders spend that amount of time trying to breathe life into an all volunteer organization, in both cases, just became too much. So from the very first conversations we had with them, you know, my my stance was shutting down, you know, these entities should be always the last resort, in my opinion. And I think I, because I genuinely believe identity is important in, in our work in our industry, identity is a crucial component to, you know, promoting your area, but also to businesses wanting to invest in a specific organization. Were a good example of this. The Southwest Michigan Regional Chamber sounds like a massive, somewhat nebulous, right organization that I’m sure there are other businesses that are feeding into that I’d rather feed into my hometown chamber. Well, you know, you lose that hometown identity. And you might lose that business from understanding why it’s important to invest in a chamber in the first place. So I tried to flip it the model on its head and say, How can we prop up and help these community chambers so that businesses, you know, want to invest? They have that community pride in it, and then we can be the backend for it. So what we did not try to keep the answer short was, we had multiple, multiple, multiple conversations with their board of directors, in some cases, taking over a year to talk everything through. I had crafted decision documents that basically were, you know, all the decisions that would have to be made if we, you know, if we affiliate if we merge if we dissolve and, and all the things that would have to be thought through. And simply we we just work through it. And then in both of these cases that I’m referencing, You know, they really came to the conclusion, look, we have faith in you. We really just want to know that that our businesses aren’t being, you know, left hanging, it’s our way to close the loop. But, you know, we think you’ll do a good job. And so they made the decision to bold entirely and then come into us. And what we’ve tried to do is absorb not just those members, but those. Those board, that board of directors, we’ve tried to take them and say, Okay, is there a place on our board for you? Is there a place on our ambassador committee for you? And so that way, we still have their participation and engagement, but without the level of, of, I guess, commitment that they had to before that was becoming untenable? Yeah.

Brandon Burton 20:48
So you touched on some big things there. And one of the things that I was going to circle back to this identity in that sense of community. I’ve seen this. So in my, my background working with chambers is it’s been chamber publishing that I do so well, oftentimes, we’re working with chambers who have that very defined identity right there, the ABC, City Chamber, right, whatever their their town is. And once you get into a regional or multi County, it, it can kind of lose that sense of that community feel, especially with, as I say, with publications, right? It’s like, you want to highlight the things that community offers, and what’s your scope if you’re covering such a large area. So I like that you guys are being intentional with especially bringing their board members and ambassadors and trying to create space for them within your organization to keep that tie to those communities. But how do you try to enforce that, that sense of identity, that sense of feel, on the local level, I think that’s a that that’s a hard area to navigate. And hopefully, you guys are doing it in more of a successful way than some other chambers might have approach? Well, so.

Arthur Havlicek 22:11
So it is extremely difficult, especially when you’re covering a large territory with very few staff. So but but to be intentional in the communications you’re putting out to be intentional on if you have an event, make sure that you’re inviting, you know, that communities, core people, the identity thing. Chambers of Commerce, in my opinion, are legacy institutions in most of the communities that they exist in. Much like the public school system is in any of those communities. And, you know, the bad C word. And all of this is going to be consolidation. And there’s always fear of that, because I don’t want to lose my mascot. I don’t want to be that mascot, right. So you don’t want your schools to merge, even though that’s probably what’s best for the kids. It’s really no different in the chamber world. So finding a way to keep that identity and you know, celebrate the history and the legacy because you know that that chamber has accomplished a lot over its tenure. It’s it’s no small task. With the Bridgman chamber and growth Alliance, the the one that we affiliated, the organization we affiliated with, back in 2018, that that sparked our name change. I want to walk through that because I think it’s a good case study for you know, maybe what, what not to do, and then maybe what to do, and, and so when it was originally constructed, and I’m oversimplifying, but essentially, the CGA and its board remained in place remained its own organization of 501 C, three, completely independent, and we came in and became the service provider for all of those members. So those members started paying dues directly to us. So I’m abridgement business, I’m cutting a check to the southwest Michigan Regional Chamber of Commerce. There’s a variety of reasons that I think my predecessors structured it that way, you know, probably, you know, for no other reason other than we had the the CRM and chambermaster to, to be able to handle all of that and the staff to do the dues and collections. But from what I’ve observed over the now, you know, four years of sitting in this role is that’s a community that is immensely proud of its name. And I believe, you know, we believe so strongly in that identity piece. Over the last several months, we have actually been working to restore the members to that local chamber and serve more as the back end for it and allow it to operate and thrive hopefully as the Bridgman CGA once again, which is, I would like to think a prayer The radical step once you, once you fight and grab these members, most people will do anything to hold on to them. And I’m saying I think what’s best is to, you know, allow them to invest in their community chamber directly have that money, stay there be governed locally, which is also important. And then we will have agreements with that chamber to be the back end to hire the staff person that I referenced, the fourth person that will be coming on shortly. And and just since we’ve announced these changes, it has opened up multiple possibilities with businesses, with the municipalities themselves, the city and the township down there. So, you know, with all chambers being different, or communities being different, there’s no one right answer, you just have to figure out what works for that community. And sometimes, it takes a year of negotiations, sometimes it takes four years of affiliation, before you figure out exactly how it’s going to work. But if you’re authentic and you build trust, you’ll be given that leeway and hopefully end up in the right place.

Brandon Burton 26:10
So with these more recent, you know, opportunities, we’ll say, or experiences of absorbing these other organizations, it sounds like most of them were volunteered led, is that what I understand? So if you can, do you mind talking a little bit about the negotiations with that? Do they approach you did the chamber your chamber, approach them and say, we can help? Or how did these conversations begin and evolve? Yeah,

Arthur Havlicek 26:42
so in, in every one of these situations, the local chamber, so to speak, approached us. And, you know, and I think that probably happened, because we do our best to be good neighbors in the chamber space, I don’t view I view competition as being outside of the region that we’re in, not within it, right. And if we can work together to compete, we’re all going to win. And plus, I think if you are a business that believes in the value of one chamber, you’re helping all chambers, because then you’re you’re one more business that believes in the work that we do. So. You know, I think that we had some trust built to begin with, and we tried to be very collaborative with these organizations. And they were very collaborative, you know, back. But in every scenario, they approached us saying, Look, we’re at a crossroads, we can either try to hire, which we may not have, you know, the dollars to do. We made dissolve, we could fold into you. And we’re basically just saying, hey, look, we need help. And we take I mean, we took each of those conversations as seriously as we could, because that’s, that’s no small thing to say, Hey, we are we may need to wind down this organization. And the other thing, I guess, for our area, specifically, and probably many areas, across the country is our region is has a declining population and an aging population and so demographically, we’re moving in a direction where there are going to be fewer people with the capacity to serve in these volunteer roles. And so the, I guess, we use the term sprawl when we’re talking about, you know, economic development, the organizational sprawl, so to speak, you know, peaked when our population peaked. And as our population has declined, fewer people have been tasked with propping up, you know, not only infrastructure, but in organizations. And so we’re going to see a natural attrition, I think, and our stance is, well, we want to be able to help those that want to stay in existence and, and even help those that don’t. And so that’s what we’ve been doing. There’s no secret sauce. It’s just like, I keep saying the word authenticity, because it’s the I think the number one thing and it’s the thing that you can’t fake definitional but that’s what ultimately allows you to come in and serve these other areas. And if you have you you lead with that authenticity and you try to keep that identity you’re you’re halfway there.

Brandon Burton 29:32
Yeah. So in what you’re sharing through this experience, it sounds maybe a little different than what it would be looked like maybe to acquire another business right? I mean, looking at the the p&l and the financial statements and saying how profitable I get the the negotiations are going to be a different thing because it’s not like you’re saying, hey, we want to bring on you know, more work for maybe a little right Turn. But at the same time you want to support that, like you said, there’s no competition within the region, right? As long as you can build up the region, then you all win. So imagine are there other points and then negotiation would look different than like, looking to acquire a business?

Arthur Havlicek 30:17
Well, so I’m actually glad you made that point. And forgive me for not mentioning it sooner, they’re much like any business acquisition, there was an extensive due diligence process on our end to make sure that we wouldn’t be inheriting any, you know, debt or liabilities, obligations. And, and it required a deep dive into Financials, not not necessarily to see how profitable being in the nonprofit space, it wasn’t about how profitable these institutions were, but just making sure that we weren’t absorbing something that was underwater or had, you know, back taxes, you name it. So, you know, I’ll stress that that due diligence does have to occur, and it has to be done, just like you would in the in the private sector. With that, that level of care, that duty of care. But, you know, being in the nonprofit space, where profit is less important, you need enough dollars to be able to serve your your members effectively. It, it was a I would say a softer, right? There’s the hard skills and the soft skills it was it was the softer of the two that we lead with, because it was really about the end product and the work more than, than the dollars and, and that’s also a byproduct of us not being the initiator, that’s them coming to us and us just saying, How can we? How can we figure out how to make this work in a way that’s not going to put my organization at risk, which I was upfront about with all of them. And they all understood and hopefully appreciated some of the professionalism that that demonstrated that we’re we weren’t just Yes, we’ll take your members it was, let’s go through a process. And think about this. You take a peek at our finances, we take a peek at yours, we make sure everything is actually going to work. So that’s really how we went about it. So yeah, thank you for bringing that up. I should have mentioned. Yeah, that are an important part a lot sooner.

Brandon Burton 32:25
Yeah. No, I appreciate you touching on that. And as these negotiations went about, was it with the staff or the volunteer staff or with the boards? How,

Arthur Havlicek 32:37
how did the communications go? It was it was typically the executive committee of the board. And, and whatever chairperson or and or president that they had the there were no staff in any of these scenarios, which I think was one of the catalytic reasons that they approached us in the first place. Because they saw us as having that capacity to serve their members better and true to chamber forum. We’re trying to do what’s right by your members, even if it means, you know, saying goodbye to your own brand. That’s, that’s a level of integrity that I don’t think we see often. So. Yeah, it was it was the executive committees and the chairs, specifically that much of the negotiations occurred with.

Brandon Burton 33:24
Yeah, so if we can, I know, we’re getting a little short on time. But I wanted to touch a little bit more on the affiliation part, the aspect, because I don’t know, I think there may be some chambers out there that might shy away from doing affiliations with other chambers, because they feel like they might lose out on some revenue. So you had mentioned that there’s not competition within the region. I love that that point of view. But how would you suggest a chamber approach affiliations with neighboring chambers or chambers that can be supportive of one community? The other? Yeah,

Arthur Havlicek 34:04
so again, scenarios are going to be very different. I mean, in this in our scenario, we were a much larger entity affiliating with a much smaller entity, that dynamic is going to be different than if two chambers of equal size were trying to figure out how they could merge. And we’ve seen We’ve seen that happen quite a bit and just you know, you take the two community names and put them together. But in in, in our case, that affiliation agreement that we struck, when we signed a legal document, basically stipulating you know, the members would come our way and exchange services would go that way. And it talked about some of the finances and put sunsets and there was there was a phase in for the businesses because our dues structures differed. We were slightly more expensive, but but enough to might be a sticker shock. Docker would have, you know, prevented folks from making that transition. So, you know, I what I want to focus on is, is I guess how we’re going to do it, as opposed to how it was initially done because I think where we’re headed is a much more sustainable model. And, and what we’re doing is we, we worked with the city of Bridgman, in this case and Lake charter Township, which is the township surrounding the city to invest in a in a paid staff person that we ended up actually hiring but those dollars go to the CGA. The CGA, then through a management service agreement compensates us for hiring that individual. We supervise that individual on a day to day basis, but the CGA board actually sets the vision and the duties and responsibilities. And then the CGA board has seats specifically dedicated to each of those municipalities. So there’s all these layers of local control, local governance, and local identity. And like I said, we’re restoring members back to that organization. So that’s our good faith effort saying you’re pitching in, you’re pitching in, we’re taking the business investment pitching in. And then you know, for us, we know that that money is, I guess, coming back to us to be able to pay for that staff. But we’re really a pass through. And really, it’s our benefits, these Bridgman businesses are getting to chamber memberships for the price of one. And they’re able to utilize all of our benefits all of our infrastructure. And and and you know that that reduction in duplication is huge, it allows the dollars to go a lot further. And we’re thrilled to have boots on the ground down there, again, just focus solely on that community, because it’s a community with a tremendous amount of potential. So, you know, it’s, there’s just a ton of, and I guess, you know, just like the private sector, we went about it really, professionally to figure out if the finances would work, what the management service agreements would look like. There’s agreements between each individual municipality and the CGA and then the CGA with our organization, and then between us and the person we hire in so it’s, it’s, it’s complicated, but completely doable. Yeah.

Brandon Burton 37:32
Now, I appreciate you touching on that, because I think and obviously, everyone needs to take their their unique approach to it with every chamber and every community looking a little different. But that helps to give some perspective for chambers and maybe kind of kicking around the idea of affiliations. As we start to wrap up, I wanted to ask for chambers that are listening who are looking to take their organization up to the next level, what kind of tips or action item might you suggest for them to try to implement back at their organization?

Arthur Havlicek 38:05
Well, I’ve got a couple if you don’t mind. I use the word authenticity quite a bit. So I will lead again with that you, if you were being authentic, you’re paving a much easier path for everything that you try to undertake. The second thing I’ll say is that I know that all chambers are, are very different, they serve different purposes, different functions. And it might be my background speaking, but I do think that advocacy was a I mean, it’s it is a primary reason why chambers exist. And you know, I It’s an intimidating arena to get into, but there’s a way to do it again authentically, where, where you’re not going to rock the boat, necessarily, but you’re still taking a stand for your members. And the analogy I use here all the time is just about every community has like a humane society, right? Taking care of, of animals, and no one is going to them and asking them why they’re so pro pet. So why would I entertain anyone coming to me and saying, Gosh, why are you so pro business? Well, that’s what I engineered. That’s my job. And when I put it like that, I usually am able to, you know, calm down, whoever is getting a little fired up about the positions I’m taking and just saying it is my job to stand in the gap for these members. You are entitled to disagree with it. And I’m going to serve you anyway. It’s all about the ecosystem. But the larger point the third thing I want to mention is we need to be unafraid to take risks. We need to be bold. There’s the out with a Out with the old in with the bold saying, I think that we as an industry need to be bold. Old in identifying the gaps in our communities and moving unapologetically to fill them. We have tried to do that in multiple different scenarios. And it’s been successful, it’s been scary, but successful. And so like the businesses we serve, you have to take risks in order to advance. And I think part of that risk is also re envisioning what your structure looks like. So the second part to part three of what I’m saying here is, it goes back to something I said all the way at the beginning of the call, which is we’re looking at our structure, which was primarily dues and event revenue, non dues revenue based, you’re you’re very limited in the amount of dollars that you’re able to raise in that way. And, you know, every time you onboard a new member, that’s a new set of responsibilities. And by the time you get enough to hire someone at a at a living, livable wage, you’re behind the eight ball again. So like, most chambers, now, we are moving in the direction of forming a Southwest Michigan Regional Chamber Foundation, a 501 c three arm that will be a subsidiary of ours, and allow us to again, fundraise for impact, increase our capacity and improve the quality of services that we provide to our businesses. And and that’s going to be a paradigm shift for us. First time in 70 years, although being our 70th anniversary, I’ve been going back and looking at our, our, our old newsletters, and in 1968. Our organization’s leadership identified foundations as the future for chambers all the way back in 1968, which blew my mind. But for one reason or another, they never acted on it. Like I said, we the society went the route of economic development organizations instead. So we’re making good on that. This year will be by the time this airs will have announced our foundation and, and it’s going to be home to our leadership programming, some business development, programming and some community development work that we intend to do. And it’s just it’s an exciting change. And I think it’s going to be transformational, not only for our organization, but for it. And it is a bold change. And again, we won’t, we won’t thrive, I think unless we do that our area won’t Thrive unless we do that. And so while we’ve been operating the old way, for 70 years, we’re going to now operate the bold way, and I couldn’t be more excited about it.

Brandon Burton 42:39
Yes, I love that. And I’m going to put a plug in here for anyone who hasn’t read or shoes versus chess by Dave Atkinson. Read it, it has a great section all about foundations and why that’s the future of chambers going forward. But that rolls right into the next question about how do you see the future of chambers and their purpose going forward? I think you just touched on it.

Arthur Havlicek 43:05
I think that chambers have a unique opportunity with the, with the dynamics that all of our communities are facing guarantee just about anyone listening to this call is probably struggling with affordable housing or childcare or they want more trails, and better schools, and all of these things that are more difficult to solve more interconnected than ever. And there is no organization in any community, in my opinion, better situated to solve these problems than a chamber of commerce, because we’re the connective tissue between the public private and nonprofit sector. And it’s not necessarily the chamber that has to do it all we have to bring the folks together, you know, through our ability to convene, to solve and tackle these major problems. And the other thing I’ll say is, you know, our situation where we’re situated, being the largest business advocacy organization in each of our communities, presumably, that that connection to the private sector, I think that we don’t put enough stock or credit into it. Because if you think about it, and this is a major, I guess, soapbox that I like to get on. The private sector, generally either solves the problems in our community through innovation, or they generate the capital for the nonprofit sector or the government to solve those problems. Either way, it starts with the private sector, and us with our relationships, our inherent closeness to those businesses, makes us again, the best organization and each of our communities to take a leadership role and tackle these big issues simply by getting the right people around the table. And, again, that might be an intimidating thing for a lot of chambers, especially, you know, those that are again short staffed, or we have a lot of turnover in our industry. And they might not feel like they have that they’ve earned the street cred in their community, as an individual. If if you’re part of a chamber of commerce, you have that air cover, you have that responsibility. You can make big things happen. And you need to again, move unapologetically in the direction that solves the need for your members and your members. Those businesses who take risks all the time will see you do that will appreciate it and will invest in you to help you be successful. I

Brandon Burton 45:43
love that that really exemplifies the power that Chambers of Commerce hold that everything starts with the private sector. So thank you for for pounding on that a little bit. And getting on your soapbox is well worth it. My pleasure. Well, before I let you go, I wanted to give you a chance to share any contact information for listeners who might want to reach out and connect and learn more about how you guys have gone about these mergers and acquisitions and and affiliations, what would be the best way for a listener to reach out and connect? Sure, so

Arthur Havlicek 46:15
you can visit our website at www.SMRChamber.com and in fact, if you’re listening to this podcast, I’d Can I encourage you to visit our website because you will see a toggle in the lower right hand corner for our affiliate the Bridgman CGA, which was a way to even link the websites together in a in a very usable fashion. And again, keeping their identity front and center. So visit our website SMRchamber.com, you’ll find our contact information plastered all over there. You can feel free to email (ahavlicek@smrchamber.com) or call don’t hesitate to reach out we’d love to share what we know or or even brainstorm because there’s no right way to do any of this. It’s it’s kind of feeling your way through it. And we’re happy to be that sounding board at the very least. or explain you know, what we ran into and what issues could be avoided or successes could be achieved. That’s

Brandon Burton 47:16
awesome. I do appreciate that. We’ll we’ll get that in our show notes for this episode too. So listeners can look it up there and connect with you but really appreciate you spending time with us today here on chamber chat podcast sharing your experiences and and perspective in what can be difficult conversations difficult transitions from one organization to another but also keeping a focus on that identity and that sense of community all along the way. So thank you for for being with us and sharing these things with us today.

Arthur Havlicek 47:50
Thank you, Brandon.

Brandon Burton 47:51
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Rapid Growth After Pandemic with Christine Cribb

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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.

Our title sponsor is Community Matters, Inc. With nearly 20 years in the chamber industry and over 100 media awards presented to their chamber partners, community matters provides the R&R that every chamber needs, revenue and recognition.

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Let’s hear from Becky Womble, President of the Bastrop Chamber to hear about her experience with Community Matters.

Becki Womble 1:03
I’ve been using Community Matters for probably six or seven years now. And in a previous life, I sold commercial printing so I can highly recommend Community Matters because it’s a complete turnkey job for any busy chamber exec and it’s a wonderful, beautiful printed product whenever you’re finished. And I just I’m very sold on Community Matters. And with a printing background I just big endorsement from me.

Brandon Burton 1:44
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Our guest for this episode is Christine Cribb. Christine has been at the helm as the President and CEO of the Cleveland County Chamber in North Carolina for the past two and a half years. With an infectious energy a hunger for smart growth and a passion for helping businesses thrive. Christine has now left her mark on two chambers. Christine’s impressive track record and chamber world speaks volumes about her dedication and expertise. In her previous role she led the largest chamber per capita in the state of Washington, and accomplishment that exemplifies her talent for driving success. The chamber team not only grew the chamber, led and represented the business community but the Oak Harbor Chamber Fourth of July festival was voted number seven in the country by USA Today’s readers poll. In 2019. Christine was voted Community Leader of the Year by her peers solidifying her reputation as an exceptional leader. After spending most of the pandemic in Italy, Christine returned to the States to continue the work she loves. Chamber world took her to Cleveland County Chamber of Commerce where she conducted a listening tour and has since become a unstoppable force of innovation and growth. Her contagious enthusiasm or it has propelled the Cleveland County Chamber to new heights introducing over 15 New trailblazing chamber events and programs that have invigorated the business community all over the county and beyond. Her leadership has grown the chamber Upon her arrival at 325 members in July of 2021 to 619 members today. So Christine, I’m thrilled to have you with us today on chamber chat podcast. And I’d love for you to take a moment to say hello to all the chamber champions that are out there listening and to share something interesting about yourself so we can all get to know you a little better.

Christine Cribb 3:51
Well, thank you so much. Thank you, Brandon for having me today. Team, your chamber champions, I so much admire and respect what you do every single day you bounce so many hats. And it’s just a profession that has so much pride and joy. And very few people know what’s going on behind the scenes at or on on any given day. So I just I love this world and love being part of it. I think most interesting thing about me, of course, I’m a new grandmother. So to me, being a brand new grandmother is for the first time is just a pure joy with my family on a personal level. I will share that when I went to Italy. I left for Italy in January 2020. And the pandemic hit that February and I was in Italy for a year, which was about the best adult timeout you could imagine. And being from Can you imagine being from chamber world. Please don’t anyone feel sorry for me in any way because I do Drink a lot of wine. And I learned how to cook Italian. And when the airport’s opened back up, I knew that I needed to go back doing the work I love to do. And I did a nationwide search to return to chamber world to make a difference for businesses. Very

Unknown Speaker 5:15
good. My

Christine Cribb 5:16
little gold. Yeah.

Brandon Burton 5:18
So I figured there was more of a story there to the Italy detour with that some people would say stuck there. But it sounds like you didn’t you didn’t feel stuck you if you enjoyed your time there. So

Christine Cribb 5:34
exactly. And when I came here, I enjoyed hearing people’s stories on how they pivoted. And it was really meant to be moment when you can’t do anything. I’m in Italy, I cannot do anything. But watch, listen here. Watch how businesses were trying to pivot watch what they were doing differently. So I came back. So it just feeling very energized to to continue to help businesses. So yeah, but I did learn how to cook a lot of Italian food, I can tell you that I enjoyed. I enjoyed that as a

Brandon Burton 6:11
great skill to have. So will tell us a little bit about the Cleveland County Chamber just to give us an idea. We talked about the size and 619 members now but what is the staff situation look like the type the scope of work, you guys are involved with? Budget, that sort of thing to kind of set the stage for our conversation?

Christine Cribb 6:31
Oh, sure, absolutely. So when I joined the chamber, we were in July 2021, we were still attached to economic development partners. So that was well over a million dollar budget. But most of that was economic development partners. So we started from scratch. When they separated from us. We had at the time, five employees. We took it down. By fall of 2021. We took it down to to an administrative assistant and myself. So I wore all the hats of membership sponsor sponsorship, invoicing, billing, and I had an administrative assistant that was doing the scheduling that I told her, I was brand new in the community, I wanted to meet with every person I needed to meet with. And so she set my schedule, and I set out Google Maps, and I started to just meet people and cultivate and establish relationships. It was a it was, it was really a challenge. We also updated the website. So internally, we were putting a brand new website together, we flipped databases, which everyone knows that that can be a nightmare, I foolishly thought it would take us three months. And it actually took us almost a year to get it within really good working in a good working way. And then I hired my our master plan with the board was to hire more people as contract employees instead of employees inside the chamber building. So we have a two story building three offices upstairs. So we filled those three offices upstairs with leasing. And that funding was the revenue stream to help improve capital improvements for the chamber foundation. So people wonder what what the great value is of a chamber foundation, the foundation owns this building that that were housed in, in Uptown Shelby. And that leased property upstairs funnels for capital improvement projects to take care of the building. So we now have three employees. I’m I’m answering your question in a long, long sentence but it but it’s really exciting because we took bookkeeping out of office and the end had that, that contract. We took some marketing off and put that into contract employee. We our Monday minute our newsletter that was all done remotely as with a contract employee until I just brought her in last year. So now we have 2.8 members of the staff with a and looking to hire in fourth quarter one more member of the team. Awesome.

Brandon Burton 9:21
So going along with our topic for our discussion today’s we’re going to focus on the rapid growth that you guys have seen, especially coming out of the pandemic and since you’ve arrived there at the Cleveland County Chamber that plays right along with seeing the staff numbers as you guys you know had the economic development you know parts and you see those staff members leave but then building it back up to kind of match what you guys are doing with membership levels there is pretty impressive. So I am excited to dive in deeper on On the discussion for today and really learning what you guys did to really drive this rapid growth and I know you’ve got this infectious personality and a drive to really make things happen, but we’ll dive in deeper on that as soon as we get back from this quick break.

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All right, Christine, we are back. As I mentioned before the break, we’re going to focus our conversation today around the rapid growth that you guys have seen since you came on board there at the Cleveland County Chamber and especially coming out of the pandemic. I know, through the pandemic, obviously chambers everywhere were challenged, but also were able to really show their value, which at a time where their member businesses might be struggling chambers were able to really step up to be that that resource that they go to to help strengthen the business community. But I’d love to hear some of these experiences and kind of what those drivers were to help with this rapid growth.

Christine Cribb 13:25
Door. Thank you. So we I had a philosophy and I had it in my previous chamber that we don’t chase members, we attract members. And so that’s probably one of my best gold nuggets is I have not knocked on one door, nor has anyone on my team and said, you are a member of the Chamber of Commerce. Here’s my card. Let me tell you about the chamber. I’ve been very dependent on the chamber board ambassadors and fellow Chamber members. Now when I got here, it was kind of like the perfect storm brand. And because we’re coming out of the pandemic, there is one annual month or one monthly event and two annual events. And I remember telling staff that there there will be five in the next year monthly events. So I tell people, we introduced programs that do not if you only had a business after hours, and people would say well, I have to get home and I have to cook dinner for my children or do homework bla bla bla, I can’t attend a business after hours. Well, that that wouldn’t work in my chamber world because we have a business over breakfast, which is for the morning people which is a networking opportunity and a gold nugget speaker and then we have our member luncheon where we introduce our new members along with networking and a great gold nugget of a keynote speaker. And then we also have business after hours and every month we have to lunch and learns. And so I tell people if you if that doesn’t fit in your schedule any one Have those, I’m in bed by nine o’clock, and I can’t help you anymore. But I’m imagining that it would fit, you know, offering enough programs that fit with people with their schedules. So that was kind of the the brainstorm behind it is to create enough programs not to be I wasn’t afraid to fail, create enough events and programs that members would fit into member schedule to participate and be part of the chamber. And then really messaging what the chamber does, you know, we do not do community events. So we’re in my past chamber, we did, like four major community events here we don’t we are resources, marketing, continuing education, and networking. And we just drive home that if anyone was to give our 32nd speech, spiel of what the chamber does, we get to share, we are these four things. And our sole purpose is to help businesses succeed, we are not funded by the city, the county, or the state, we are a member driven organization with the goal of helping businesses succeed. That’s all it takes. And then when people repeat that, that’s where the growth comes from our social media presence had a lot to do with it. People walked in the door and said, I’m watching what you’re doing on social media, and I want to be part of it. So it was it was twofold. It was people talking about what we do and understanding when people say, oh, yeah, I’m a member of the chamber. Well, why are you a member, our ambassadors and our board? And those people actively involved in sponsorships and things like that? They can answer that question very easily.

Brandon Burton 16:41
Yeah. So let’s lean into those two areas a little bit more. So I think word of mouth is always the best form of marketing. So you said you’re trying to lean on other members and your board members, investors, that sort of thing to really drive is the buzz about what the Chamber’s doing. You’re not out there knocking on the doors, as you said. So what built that enthusiasm, that energy would infuse that energy to get these members talking? Was it the creating the events first? And then they were talking about them? Because they came in and experienced it? Or did you create a buzz that led to the events? Or what? How did that origin even

Christine Cribb 17:23
deeper? That’s a great question. So the first thing I did July through September 2021, is I went on a listening tour. And I made sure that what we were going to create as a team. And what I was going to pitch to the board at the board retreat in that October was what members wanted. So we did surveys, and I did a listening tour, I learned the past, I learned about the future and learned about the state of the businesses coming out of the pandemic, which is very different than before. So I listened. And then I vetted numerous things, not only from my past, that worked well, but I wanted to make sure they would work well here. I vetted it through the ambassador program, we each took a program, or an event that we had that had been pitched to me and we vetted it among the ambassadors. And then at the board retreat that October, I pitched the following year, what we were going to do. So when we share, you know, here’s what we’re going to do for 2022. We’re going to introduce nine new programs and blah, blah, blah, blah, blah, it had all been vetted very well, it wasn’t just, you know, I have the enthusiasm and I have the the risk, I’m willing to take a risk in something failing to try to do something different than what had ever been done before. Also watching from the sidelines during the Chamber’s had to pivot drastically and make sure that their value was so relevant in the community, I didn’t want to just be, you know, when you ask someone, why are you a member of the chamber? Oh, we’ve been a member for 40 years, because we always have been or we should be, I want the answer to be. We’re a member the chamber because why wouldn’t you be? That’s the answer that I want one woman out.

Brandon Burton 19:13
I like to elevating that what that answer is in thinking is people are asking what is the better answer providing that experience for them to have the better answer that better response.

Christine Cribb 19:23
So we meet the other thing Brandon we do, which is just a staple in this chamber and with the ambassadors is we do not say the word no, there is no negative. The sounds kind of corny, but it’s just my philosophy. There are no negative words expressed. So if somebody comes in and says, I want you to blow up my logo in nine places, and I want you to do it for $100. Well, of course that answer is going to be no, but we never say the word. Now we say let’s Sit down and talk about the sponsorship packet. And let me show you what’s available. We we train staff, that there is never a negative word spoken in the office. And there is never we work around making sure that we do not use the word no to our members. Because we all know that chamber membership is an option, not in necessity. We’re not the electric bill. But we want to make sure that people feel like they cannot live without their business will not succeed without the energy that this chamber is putting behind them. Right?

Brandon Burton 20:31
Yeah, I’d love that mentality. So tell us a little bit more about the social media experience in the presence that you guys built there. And now you’d mentioned that you had now have that outsourced to do the marketing, if I understood that correctly. But what were some of those drivers on the social media front that really created engagement and, and brought people out?

Christine Cribb 20:56
Sure, the advantage I had was social media, specifically, Facebook was very active during pandemic coming into Cleveland County, North Carolina from Oak Harbor on would be island in Washington State, I had brought a following with me of chamber people if I could and businesses that wanted to see what what we what what I was going to do next where where I was. And so I actually started with my following personally, and then would forward it on to the chambers to the Chamber’s Facebook page and started to drive some traffic that way. And we focused on the energy of every single thing we did, about, for example, yesterday, we did, I spoke at BNI, presented at BNI at 730. In the morning, we did a ribbon cutting at four in the afternoon for a new nail salon. And then we had our gentleman’s bourbon dinner and tasting last night that started at 630. All of those went up on Facebook, to just remind people of all the things we’re doing to help businesses succeed in Cleveland County. So we put everything up there that the answer, the simplest answer is, the recipe is simply be positive in your posts, and post what a joy it is and how humbled you are to serve and get those posts up to show people the energy and what you’re doing. If you’re not on social media. How will people know what you’re doing? You know, if you’re so bogged down in the the the constant tasks of doing your chamber work? How do people know what you’re doing? And I feel like Facebook has been really a great tool for us.

Brandon Burton 22:47
Yeah, that’s interesting, taking your personal following and helping to build your your chamber following the chamber Facebook page that says interesting approach. I love how you mentioned when you came on board at the Cleveland County Chamber, you did this listening tours even around and want to know the businesses what the community was all about. Since then, the membership has almost doubled. I mean, you guys are knocking on the door of doubling the membership. And so that tells me there was a lot of members in the club or a lot of businesses in the community that were not currently members. So as you did the listening tour, as new members join that maybe been in the community for a while. What were some of the some of the feedback that you received have, maybe were, you know, things have been missing the mark in the past or things that you were doing that they noticed that they wanted to be a part of. I’m curious what some of those responses

Christine Cribb 23:50
are. So are. The message that we put out is definitely that we represent the business community in all of Cleveland County. So some people thought maybe the chamber was a little more exclusive. Some people thought maybe the chamber was more about the big businesses and not small business. Some people thought it was you know, a little bit of an old boys network down here. And I just reassured everyone that it’s it’s the Cleveland County Chamber of Commerce represents all businesses in Cleveland County, like we are a membership driven, but we were the biggest networking organization in Cleveland County, and we represent everyone. Now everyone also knows that coming out of the pandemic businesses started at such a historic pace that we also grabbed a hold of an awful lot of them. People that were small business that said, I’m going to get out of that work I have done in the past and I’m going to live my dream of being an entrepreneur and doing blank. So we welcomed them, we partnered with the Small Business Center at the community college to make sure that they had business plans and were prepared for things that would come up that they that were not their expertise, and just nurtured those. Now, we also all know, and we’re very realistic. So while we’re proud of our growth, we’re very realistic that only 70 that 75% of all new businesses will fail in the first five years. So at that growth that came out of the pandemic, we’re probably going to plan a decrease three and five years from now knowing that not all of them will succeed, but they did the energy that has already been established. Somebody says, I’m starting a business, they are going to come in, and we’re going to help tools and the resources to succeed. Some businesses had left the chamber prior to pandemic, for whatever reason, didn’t find the value. And we heard they, you know, we saw them come back, while businesses didn’t know that small businesses could be part of the chamber. And with that domino effect of people talking about all the events and the programs that we were doing, that brought them back in the door. So it was kind of multifaceted of who came in the door. But it all led back to someone telling someone else about the energy or the programs or I’m starting a business. Oh, you should go talk to the chamber. So getting the word out about what the chamber did was was the most critical, critical of that to make all that happen? Yeah,

Brandon Burton 26:31
absolutely. So when you came onto the the Cleveland County Chamber Did you? Did you have a goal when it came to membership is that? If you did has that been shared? Have you exceeded that? Are you still working towards it? I’m curious.

Christine Cribb 26:49
Let’s this so that anyone that knows me knows that I would have a goal. So that’s the first board retreat, a board retreat in 2021. I shared with the board that there was no reason this chamber and at the time, were 340. Probably by then. I said there’s no reason this chamber is not 1000 member chamber. And I remember the awkward silence that attacks there, because they just thought that membership was a struggle, right? That that chambers get that that stigma that you have to knock on a door and pitch somebody why you need to be a chamber member, and it’s not the right fit for everyone. So to me, I don’t need there’s 20,000 registered businesses and the registered deeds in Cleveland County, I don’t need 20,000 of them. I want to help those that want that need these benefits to help their businesses. And there is no reason we’re not going to hit 1000. I did not think we would accelerate at this pace. I’ll be honest, I thought it would take five, seven years to get to that 1000. But I anticipate that we’ll get there in the next two or three years now.

Brandon Burton 28:02
Yeah, that’s awesome. I love the big goals and the ability to believe it and to go after it. And it’s happening. So congratulations to you guys.

Christine Cribb 28:15
Thank you, Brandon. I also want to share that that the one I mentioned earlier that I’m not afraid to fail, we did it programmed, that did not work well. And I had no problem saying, you know, we gave it three shots, and it did not work. And so let’s do something else. So I’m not afraid to fail. So we introduced something. And if it works, that’s awesome. And if not, let’s just keep reinventing it. Let’s not stick in be stuck in what we’ve always done. Let’s do something new and different, or change it. Last year, we introduced a professional women’s luncheon. And to me, we needed I had one sponsor, and we needed 40. Women to to for me to think that I had it be a success. Well, we had RSVPs of 100. And that was capacity. And so we were sold out and we had a great keynote speaker come in and share stories. And it was very inspirational. And this year, so people were already asking what are what is the plan for next year. So 2024 we took it to a bigger venue. We’re going to be sold out at 200. We have a keynote speaker from the Ritz Carlton Leadership Center coming in, and we just reinvented it and made it bigger. So I am not afraid to just take a risk. If that professional women’s luncheon had not been successful, we would have gone on and tried something different. But that one was was a home run home run

Brandon Burton 29:41
for sure. I love that being able to cut the ones that aren’t serving you and lean in harder on the ones that are and before we started the recording, I had mentioned that the new event that you guys added last night, right for the first time. I’m going to tell a little bit about that and the success from there.

Christine Cribb 29:58
Absolutely So bourbon is a really a big deal here. And the people I’ve met that collect the bourbon that look for unique bottles, just kept resonating with me. And so last fall, I had this idea because we have a building that will be 40 years old and in 2025. And we have a revenue stream that supports some capital improvements. But we needed to beef up that funding a little bit more to get more work done. So we started something called the gentleman bourbon tasting and dinner. And it is at a new venue, which is has a like a speakeasy feel, and the the revenue made from it will go toward capital improvement. But it sold out we did small just like professional women’s luncheon, or Yeah, the professional women’s lunch, we did smile, we did a dinner a beautiful dinner with for 24 and did a very phenomenal raffle item. And both were sold out within three days. So we added a second night, which is tonight. And we’ll do an instant replay of the bourbon dinner and tasting. But I’m also and it does seem to be it’s going to net a few, quite a few $1,000. So it’s, it’s really great. But once again, if it wasn’t, I’d be totally okay with that. Like, if it didn’t work, then we’ll go do something else. But apparently I hit the nail on the head with this bourbon theme.

Brandon Burton 31:39
That’s fantastic. I love hearing the stories and, and being able to own up to when it’s not going to work to be able to cut the loss. So I love that

Christine Cribb 31:48
right. And let me share one let me serve on because I know that lots of chambers, they have a hard time pitching their board. And there’s some a mentor of mine once said, you manage up and you manage down so you manage your staff, obviously, but you also manage your board and you make sure they’re the board is crystal clear on what their responsibility is. And if a board member is passionate about marketing, then there’s a chairman of your marketing committee. And they you’re you’re tapping into what they want to contribute to the chamber. The other thing that’s really important to me is a good healthy relationship with your board of directors is really, really critical. But I’m also not afraid to ask anyone for an extra sponsorship. So somebody pays their membership dues. And oh, and we had a huge dues increase. Brandon this past year. So a year ago, I’m a believer that your operations need to equal your dues rather than your your revenue from your dues. I think most chambers operate that way. So programs and events, build better programs and events. That’s what they’ve that funding should do. But membership dues needs to equal your operating costs. So your operation budget and membership dues should be pretty much in line with each other. So we did a membership dues increase. And my philosophy was if somebody is not complaining about how much they’re paying for dues, then you’re not charging enough. Yeah. Think about think about that. So we increased from a basic membership dues here was $300. We increased it 25% and went to $400. And we have zero pushback. Wow. Not one person said so. And now that funding is equal to our operations budget. So that that was a, you know, an end to convince the board that this is best practices is that the Chamber revenue from their membership dues equals your operations budget. So let’s make that happen. And if we lose members along the way, I promise we’ll gain them in the long run. And we did not lose one member.

Brandon Burton 34:04
So

Christine Cribb 34:06
taking a risk like that, yeah, take a risk like that. Brandon, where if it had failed, I was prepared to say the worst case scenario is we start to lose members, but we will gain them back with the new members that will join that will pay $400. And we did not lose a member I we were taking a risk again, right? Yeah. So you have to be a risk taker. And you have to be positive about it the whole time. Like you can’t say, you know, I’ve listened to some cohorts that and they feel so bogged down, that their energy resonates with their staff, it resonates with their members, and it needs to be positive. So my background is in Macy’s specialty stores. I was their new store coordinator in the Midwest, a long, long time ago, but their philosophy was when you hit the floor, it’s showtime. And that’s kind of the philosophy here you know, you might have had a flat tire or the baby spit up on you or what Whatever. And I’m really sorry. And we can talk about that behind the scenes. But when you’re in front of a member in the community, it’s showtime you are you represent all the energy. And so your energy equal, what is in your membership? So if you’re positive and happy and you know, get it going on, then then that’s what’s your membership is going to resonate. And do you make everyone happy? No, but I’m a full. I’m a firm believer that we don’t need to make everyone happy. And if it’s not the right fit, you are welcome to leave the chamber. I don’t we don’t have to have a person that’s unhappy with the Chamber of Commerce as a member happily say goodbye. I’m sorry. Not a good bit.

Brandon Burton 35:41
Yeah. Such a great lesson there. And for chambers out there that are looking at needing to increase their dues, yeah, the revenue from their dues. This is a great example here at 25% increase with zero pushback. And I understand every community and chamber is different. But there’s one there, there’s room to increase and grow. So thank you for sharing.

Christine Cribb 36:07
Absolutely, and preparing for the worst case scenario. So someone came in and said, You know, I can’t afford $400 a year if they had said that, I would have obviously wanted to coach them on their business plan. But then I would also work with them. Right. So we could do quarterly payments, or we can do very seldom do I do monthly, but I could have done, you know, I was willing to say the worst case scenario, and somebody says that. Yeah, I was willing to work with him. It wasn’t just black and white. Yeah,

Brandon Burton 36:40
I love that. So as we start to wrap Yeah, as we started to wrap things up here, I wanted to ask for those that are listening who are looking to take their chamber up to the next level, what kind of tip or action item might you want to share with them that they can maybe take back to their chamber to implement?

Christine Cribb 37:01
I would do. Let’s see, when I walked in the door, we have a non negotiable list and that that positive attitude is non negotiable. So there’s that starts in house, I would take a look at not why it wouldn’t work. But what if it did work? Like I would give everything you’ve ever pitched thought of that anybody has said, you know, people come into our offices, and they say, You know what the chamber should do. And they say that as if you’re sitting, sitting back eating bonbons all day, right? Yes, and you want to say, oh, gosh, thank you so much for that. Now, I will give up my my cheesecake here and I will go do what you asked me to do. I would say throw everything on the wall and see what sticks. You know, throw all that spaghetti on the wall and take a risk. And don’t be afraid to fail. But along with that comes a great positive attitude. It comes with a great board relationship. Because if I ever thought I had to you know, if I had to think twice about the job I was doing because of my board of directors, I would not be doing this, we would not be as successful as we are right now. We have 100% support of a board that was huge. When I got here, we downsize it. I’ve an advisory committee, I vet things through them. Every I communicate with them regularly, there is no doubt in the board’s mind what’s going on at the chamber and what we’re doing, having them along for the ride. And then build programs that attract people don’t chase members build programs that attract but do it in a way that members had a part of what was going on. They had a part of creating it, man, you get a piece of that. You give someone an idea. Somebody gives you an idea, and you’re actually taking it and bringing it to fruition. They were thrilled. You know they’re there. They’re part of your chamber, then that’s more than just writing and chat.

Brandon Burton 38:58
Yeah, that’s awesome. Yeah, they become an advocate for where you guys are doing them too and helping to share that. That greater good. And there

Christine Cribb 39:09
goes the word of mouth. The word of mouth. I’m telling you, I’ve not knocked on one door and not given my card to one person and said, Are you a chamber member? I’ve not done it. So even last night at the Bergen event, seven of the attendees were not Chamber members and three of them came up after and said we used to be members and now I’d like to rejoin So my number is going to increase in just just this week alone. But and I didn’t say a word it was the premier sponsor said if you are not a chamber member right now you you need to think twice about that decision. And we got three members and I never said a word I never pitched other than what we do and what the funding was going toward for the event last night. Yeah,

Brandon Burton 39:56
I love it and it wasn’t exclusive member only event. So you open it up and you know, opportunities so good.

Christine Cribb 40:04
We also most all of our events, so even a lunch and learn is no fee for a chamber member but a $10 fee for a non member. And generally at every lunch and learn there is someone who is a non member, and we get to I get to come in, they do a roundtable, and I introduced the chamber and what we do, and that’s it, most all of our events have a member and non member fee. Right?

Brandon Burton 40:28
Yeah, I love it. So as we look to the future of chambers of commerce, how do you see the future of chambers and their purpose going forward?

Christine Cribb 40:40
I feel if I, when I give my 32nd Get a pitch about a chamber, we have to constantly reinvent ourselves and stay relevant. So when I did that listening tour when I got here, Brandon, I could get a lot of appointments, but I could not get one appointment with a elected official. So it told me that the chamber was not relevant when it came to elected officials. Now, we have a legislative affairs committee, we have a legislative affairs agenda. And last spring, we had 195 people attend a Monday morning at 730 legislative breakfast. So cultivating those relationships and being relevant, like don’t think it’s just the way it’s always been, is the way we can do it going forward. Before I got here, I did a nationwide search and I interviewed with six different chambers. And I got six different job offers, which told me I probably have a screw loose to get back into this business. But I was just passionate when I came back from Italy about coming back and helping businesses succeed. And in doing that some chambers weren’t even opened back up yet brand and like they were still scared about what the future would hold. And I would say you have to take risks and you have to reinvent yourself all the time, you have to be relevant, reinvent yourself to what is relevant, and stay positive and energize. And when you think what we do what our responsibility is as a chamber is to offer business resources. We offer marketing, we offer continuing education, and networking opportunities. Those four things are what businesses need to succeed. So as long as you’re reinventing yourself to focus on those four purposes, at least, that’s within our chamber. If those four pillars are the reason we’re here to help businesses succeed, those are what we have to reinvent every year and make sure every one of them is at the best capacity we can provide to help businesses succeed. That’s the future of the chamber, I believe. Yeah,

Brandon Burton 42:47
I love that love that glimpse of the future. I wanted to make sure you had a chance to share any contact information for listeners who might want to reach out learn a little more from us figure out how you guys are doing things are in the Cleveland County Chamber, what would be the best way for someone to reach out and connect with you?

Christine Cribb 43:07
Well, that’s wonderful. They could connect three ways you can certainly connect over messenger on Facebook at my Facebook is Christine Cribb. You could connect via email christine@clevelandchamber.org. And I’m happy to give my spell out 360-632-6533 To reach out best way is a text. If you email as all chamber world knows if you’re at the first email when I sit down, you are in luck, and you are thrilled that I just replied. But if you are the 80th one, you’re like, why isn’t that woman replied to my email yet. So anyway, any of those ways, I’m happy to reach out I’ve mentored a few chamber directors. And I’m just thrilled at this work. I love that we make a difference in the business community. We had a member that came in wanting to do something that was a sponsorship. When I first got here, he did website. And he then got involved in the chamber just from a conversation with staff and myself. He went from seven clients to 32 clients and he’s hiring two new part time people. And it’s because he just immersed himself in getting his card out there and talking to people and attending events and he became an ambassador and he contributes his success with with getting involved in the chamber. So it works.

Brandon Burton 44:39
Yes, I love it. I love it. But Christine, I have enjoyed having you on the show today. I love the enthusiasm, the passion that you bring to your chamber work and sharing the experiences and stories that you’ve experienced, especially over the last two and a half years. As you’ve seen this rapid growth or Cleveland County Chamber I appreciate you putting aside time to be with us today. And wish you the best on reaching that goal of 1000 Plus members there at your chamber thing. Thank you for being with us today.

Christine Cribb 45:16
Thank you so much Brandon. It was such an absolute pleasure and I love this world and I love I love chambers and helping businesses succeed. It’s an absolute pleasure that you had me on as a guest. Thank you.

Brandon Burton 45:28
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State Chamber as a Resource with Amy Cloud

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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.

Our title sponsor is Community Matters, Inc. With nearly 20 years in the chamber industry and over 100 media awards presented to their chamber partners, community matters provides the R&R that every chamber needs, revenue and recognition.

When it comes to publishing a Chamber Map directory or Community Guide, Community Matters has a trusted experience to help your chamber accomplish your goals. With different advertising sales models and publication styles, Community Matters will help you create a non-dues revenue machine!

Let’s hear from Becky Womble, President of the Bastrop Chamber to hear about her experience with Community Matters.

Becki Womble 1:03
I’ve been using Community Matters for probably six or seven years now. And in a previous life, I sold commercial printing so I can highly recommend Community Matters because it’s a complete turnkey job for any busy chamber exec and it’s a wonderful, beautiful printed product whenever you’re finished. And I just I’m very sold on Community Matters. And with a printing background I just big endorsement from me.

Brandon Burton 1:44
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Our guest for this episode is Amy Cloud. Amy currently serves as the Executive Director for the Kentucky Chamber of Commerce Executives. In this role, Amy maintains the level of professional development services that KCCE makes available to the local chamber executives and key volunteers. She activates statewide business advocacy and grassroots networks of local chambers and member companies. She plans and executes her annual conference and several smaller educational events each year. Amy also oversees the KCC e communications advises chamber executives and supports other local chambers in a variety of different ways. Amy has also previously served as executive director at the Jessamine County Chamber and at the Girard County Chamber. That Amy, 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 that are out there listening and if you would share something interesting about yourself so we can all get to know you a little better.

Amy Cloud 3:03
Hey Brandon, thanks for inviting me on your show. This is wonderful. Like you mentioned before I have been in the chamber industry it’s been about 17 years I got my start on a fluke at a chamber in Middle Tennessee and beautiful McMinnville Warren County in Tennessee, so shout out to them. It’s makes me feel old and I’ve been in this industry so long. But anyway, a little bit about me. I’m a proud graduate of the University of Kentucky Go Cats, farm girl at hearts, got a farm with some sheep and cows and horses and my amazing Border Collies got a great partner in crime my husband of almost 30 years and two great kiddos, one’s a freshman in college, and one is a junior in college. So just a little bit about me chamber. Life is in my blood. And it’s great to find a job that you’re passionate about. I’ve been fortunate enough to not only work as a volunteer to chamber be a member of a chamber as a business owner, but also direct a couple three chambers and now work at the state level. So this is definitely my passion and definitely my career.

Brandon Burton 4:08
Yeah. So you mentioned you came into it as a fluke. I love hearing the origin story of how people came into chamber world if you don’t mind sharing what that Fluke was.

Amy Cloud 4:19
Well, sure. I got a great opportunity as a 20 something to join a large corporation in their marketing department and moved me from my home state of Kentucky to Middle Tennessee. It was in like I said the marketing department. Six months after I started they had a corporate restructuring. So our facility closed and moved to Mexico and the marketing department was reduced from seven to one which was my boss. So I lost my job in a new city in a new state with my first home. My husband was first time out of state as well. And I answered an ad in the local week. The paper for a public relations marketing professional, and that ended up being the Vice President of Operations for the McMinnville Warren County Chamber of Commerce. I don’t even know what a chamber was when I went to the interview. So it was a great experience. And I was hooked. I was hooked after that.

Brandon Burton 5:16
So you come from that perspective of not knowing what a chamber was, and now being over communications and being able to help relay what that story is, is very helpful. I’m sure. It is. It is it love it. Well, tell us a little bit about the KCC II just give us an idea of kind of everything that you’re involved with. I know I touched on a little bit of it with the bio, but there is a lot to it. So if you don’t mind helping to set the stage for listeners just to understand what what your role is, and, and what the organization is all about.

Amy Cloud 5:49
Absolutely. KCC E is a resource to local chambers. We offer professional development. For the staff, we offer board training for their volunteer board members, or their volunteer Ambassador group or committee chairs, whatever that looks like strategic planning services, networking opportunities, we are a resource, so they don’t feel like they’re alone. So many local chamber professionals feel like an island because no one else in the community does what they do. A Chamber of Commerce is the only organization in town that is solely dedicated to the prosperity of the business community. Other people have that as part of their plan, you know, banks, banks, or community colleges, or whatever that looks like. But the sole business of a chamber is the business community. And so I feel like we try to be that partner for them that champion for them. They can call on me for advice. A lot of them just say, Hey, this is what’s going on, what would you do, as opposed to, hey, we’re planning this new event, and we don’t want them to reinvent the wheel. So we gather up continually resources as people do new projects, new activities, new events, they rewrite their bylaws, they have new policies and procedure manuals. I mean, all that in the weeds kind of stuff. And we make sure that we don’t allow other people to reinvent the wheel, there’s no need for it. It’s a joke around our industry that plagiarism is Latin for Chamber of Commerce. It’s the highest form of compliment compliment for one chamber to steal another chambers idea. So we certainly encourage that. And we do a lot of r&d, which is ripoff and duplicate. A great thing in Kentucky is I’m a full time staff member at the State Chamber. So that makes a great relationship between our local chambers, and our State Chamber and that empowers them to be even bigger and better than ever.

Brandon Burton 7:52
Yeah, no, I love that. And that leads in well to what our topic for our conversation is today about using your State Chamber as a resource. So listeners across the country as they listen to this obviously will have their own State Chambers. So you don’t necessarily represent all of them. But hopefully this gives them ideas of how to utilize their State Chamber and to see the great power that can be there as having that advocate and that that resource to go to. So we will dive much deeper into this discussion as soon as they get back from this quick break.

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All right, Amy, we’re back. So as I mentioned before the break today, we’re talking about utilizing your State Chamber as a resource. So from your vantage point, you’ve been on both sides of the desk, so to speak, where you were, you know, at the the local chamber level, and now as a State Chamber employee and and KCC II, how do you see the value or as a local chamber? What should they be looking to the State Chamber and organizations like yours to support them? Absolutely.

Amy Cloud 11:20
And I’ll speak coming from Kentucky, it’s a little bit different in every state the relationship that local chambers have with their State Chamber, as well as their state association. Not all state associations are in house with their State Chamber, that shouldn’t keep anyone from building relationship with both. A great advantage with being connected with your State Chamber is your grassroots advocacy. Your State Chamber is probably one of the largest, if not the largest lobbying efforts in your state at your state level of government. They know the players they know the constitutional officers like your governor and your Secretary of State. They have great relationships with the representatives and senators from across your state, not just yours at the local level. They understand what’s good for business across the state because they get input from folks across the state, the state chamber membership has members just like a local one, that varying from single owner businesses to the fortune 500. So by having a relationship with your State Chamber, you can get a lot of that information about bills and laws that are being passed or being defeated. At the state level without a lot of legwork on your part. You can also encourage your community to have a voice and to be an advocate. That’s why it’s grassroots advocacy. It’s from the root up. And the root is the local community. Having a voice holding your elected officials accountable, is what we all need to do as voters in our country is we need to exercise that right. And I believe chambers can do that without being a political entity. local chambers don’t need to be political entities supporting individual politicians, but they can certainly be a public policy entity where they educate the voter. Let the voter know what’s going on at the state capitol at the National Capitol. What’s happening in government, what’s good for business, what’s happening that’s good or bad for business and how they can be proactive about it. I can’t say it enough, how engaged our local chambers are in Kentucky because of the relationship they have with the Public Affairs Department at the State Chamber through KCC II.

Brandon Burton 13:47
As far as the grassroots efforts, part of it goes with the with the chamber. And by definition, I picture these topics, these pieces of legislation, maybe the need to get a little more traction are coming from a lot of the local chambers up to the State Chamber and then maybe you help disseminate it to other local chambers. Is that how you kind of see that model typically working? Or what’s that flow of information look like?

Amy Cloud 14:15
grassroots advocacy works both ways. We want to hear the pain points of our local communities, and we count on our local chambers to share that with us. That’s grassroots, you know, from the root up, we certainly want to hear things that we should focus on that will be beneficial to their business community. And we count on that relationship for that. Likewise, we also have information that we have researched that we have heard about that our councils at the state level have taken into account and helped with Bill writing and supportive bills that our legislators come up with. And we know it’s good for business community statewide. And so we share that to them downwards. So it works both ways. As we we have lobbyists that actively during session are at the Capitol and are talking to the legislators and pushing this agenda for the State Chamber. We have researchers that understand the bills, these bills can be 80 pages long, and nobody has time to sit around to understand that bill. But we have researchers that all put it into two or three paragraphs that we get to share with our local chamber. So they understand really what the bill means who it’s good for, who it’s not good for, if it’s something that they should be supporting, or something that they should be against. We offer that to them. So it’s almost like on their staff, they have researchers and on there, they have lobbyists, we certainly don’t encourage local chambers to be political as in supporting a political candidate, the State Chamber does that we have a political action committee, that that’s kind of what we do. We’re a lobbying organization, local chambers, we want them to be public policy, which is different than political, because public policy is educating your voter. And we all know what happens when you don’t have educated voters. So the more we can educate the public, the better. And we utilize our local chambers for that. We encourage them to come to the Capitol, we host our local chambers, all year long, to come to the Capitol to have meetings with our constitution officers to meet with their local legend. Legislators, excuse me, Senators and Representatives, we help facilitate that. We don’t want that conversation to be easy. We want them to hold their elected officials accountable. And a way to do that is just by keeping that relationship and that communication open. And the State Chamber is very good at doing that for our local chambers. Yeah.

Brandon Burton 16:44
So you had mentioned about the wanting to hear about the community pain points. And and I just had this vision in my head of there’s different ways that that gets translated and that information gets to you. And is there a more effective way of sharing community pain points with your State Chamber and state associations where it doesn’t come off as whining or complaining about whatever’s happening? But to be able to really go to you as an advocate and say, here’s what we’re seeing in our community? And does it ever come across that way? Where it’s just whining and complaining? Or?

Amy Cloud 17:18
Of course it does, and that’s okay. But I mentioned before, you know, relationships are the key to everything, you know, if if a local chamber has a good relationship with the State Chamber, whether it’s me, or someone on our public affairs team, work with our foundation, whatever that is, I think that it can be a an adult conversation with, Hey, this is what’s going on, hey, this is what’s happening. They can say to someone who is probably complaining to the local chamber about something, here’s a friend that I have at this State Chamber, give them a call we we virtually hand out our emails and our cell phone numbers. So that local chambers can be the convener, they don’t have to be the communicator, they don’t have to be the, you know, the one with all the knowledge. But they can be the convener and say, Hey, let me share this person with you. Let me share this list of priorities the State Chamber has with you. Let me share with you what this bill looks like broken down. Let me ask them about this bill. I’ve not heard of this bill, look chambers, or I might even say that, let’s find out. So it gives them that next step to be that all inclusive community organization that wants the business, you know, businesses grow. So it gives them that next step of saying, Hey, we don’t know the answer, but we know people who do and what a great organization to have locally that you get you understand your friends with you trust you see every day, as opposed to someone at the State Chamber or someone in the legislature that you don’t know at all, and would be afraid to ask the question do not even know how to ask the question to our local chambers or that information booth. And they can share with us and then we can share stuff back with him.

Brandon Burton 18:55
Yeah, no, that is great. The relationships are so key and being able to have that level of trust to where yeah, it might seem like you’re complaining, maybe like you said maybe to another local chamber, but they have those relationships and put you in touch with people that can help and, and all All in all, it’s a very supportive effort. So it

Amy Cloud 19:16
makes us look good. It makes us look good. You know, I mean, we can be superficial about stuff. If people are supporting the state chamber and supporting KCC II communities. We have 120 counties in Kentucky, every county across the state. The people then will recognize when we are talking when the State Chamber is talking. We know what we’re talking about. They trust what we’re saying, because they’ve heard in detail what we’re doing because our local chambers have given the testimonial to that. They believe in us because who they believe in believes in us. So it’s a whole relationship even if they don’t know me. They understand that a local chamber professional believes in me and knows that I’m Gotta give them good information. So they trust me, even if they don’t know me. That if that makes sense. It’s just it’s that relationship. It’s all about everybody understanding, we’re all on the same page. We’re all after the same results. And we’re at a higher level, because it’s not just local government you’re dealing with when you’re talking about advocacy, its state and national government where you feel like as a local community, you have true representation.

Brandon Burton 20:24
Yes. So as a state as a resource, state chambers for local chambers advocacy and supporting those grassroots efforts is so vital. But I know that’s just a percentage. So what are some of those other benefits that local chambers can turn to you for as as support?

Amy Cloud 20:45
Absolutely, yes, that is just a little bit. But it’s important. That’s why I wanted to make sure we talked about it. We do offer professional development opportunities. KCC II is a huge supporter of Institute of organization management. It’s a national program that the US Chamber puts on, we are a huge supporter of ACC and the national convention that happens every year with them, as well as different programming throughout the year. So our association and our State Chamber offers scholarship opportunities for these folks to be able to attend programs outside the state. That is, that only makes them a better version of themselves. So then the chamber is raised to a higher level, we offer networking opportunities for folks to get together and share, like I mentioned earlier, you know, you feel like you’re on island, when you run a local chamber in a local community. But understanding there’s people just like you and every community across our state, that might have some of the same pain points, or be champions for each other that they want to share in the winds. And they want to steal a great idea. And they want to do regional partnership, and they want to do stuff together. And they can’t wait to see each other and get caught back up again. And they you know, they utilize each other now for judging awards and for coming to different summits and different Angel dinners. And you’ve formed that relationship with people that get you, you know, people support you and a local community as a as a chamber director, but they don’t get what you do. They don’t sit behind that desk, even your board members don’t. But connecting with people who get you is rewarding. And it’s it’s a stress reliever, because you know that you can pick up your phone. And if you can’t talk to them, you can certainly talk to me, but you can say, oh my gosh, this is what happened with a board member today. How would you handle this member? What would you do if this event didn’t work? Or how do you? What do you do when this event is overwhelmingly successful? How do you capitalize on it, you’ve got people across the state from every size community, and the tiniest to the biggest that will talk to you and share with you and be your best friend and partner, when you’re trying to figure out next steps for your local chamber. Other than that, like I said, we have word resources, and a huge server at work full of information, whether it’s bylaws or evaluations or how to do a golf tournament. You know, do you have a copy of mission statements, whatever, you name it, we’ve got some sample from somewhere and I collect those from all over the country. So people can form their own, but they have a sample of what someone else has done before them. Let’s not reinvent the wheel, we don’t have time for that. I do strategic planning for chambers. It’s a it’s an additional fee. But it’s a four to five hour strategic planning session that I offer our local Chambers as well as board development training, to help get their board on board to help the volunteers understand what’s expected of them at the chamber. It’s not a nonprofits, it’s a it’s a not for profit, and what the difference means when you say that, but it is to be a 501 C three, as opposed to a 501 C six, you know, there’s the difference in those two things. Understanding you know, what your mission is and how you support your paid staff. And if you’re a volunteer chamber, how you step up as a board member, so there’s resources like that, that that people use constantly and I love it. I want them to people like oh my gosh, I can’t believe I’m calling you on Saturday afternoon it’s like that’s what I’m here for. You know, I know most of their most of their issues and most of their stuff comes up after work hours you know they they deal with their day and then they need to know I mean that’s why to add such everybody my phone I’m like I got my cell phone with me all the time if I’m awake, and not on vacation because I don’t answer my phone a vacation. I will answer you text me call me. I’ll get back to you as soon as I can. Just because I know what it’s like I’ve been there. I know what it’s like to go oh my gosh, what I do what I do, I’ve been a staff of one. I’ve had a staff around me as well. You know you there’s a lot of plates in the gear and you want just a group of people are someone to say am I doing this right? Is this okay? And at the same time I also constantly want to tell my chamber professionals you are rockstars I tried to be a chair linger for them, because I know what it’s like to not have cheerleaders, you know? So there’s a lot. That’s just kind of in a nutshell, I’m sure I’m missing a bunch of stuff. But oh, that’s,

Brandon Burton 25:08
that’s terrific. And all of it in the end is it’s helping to raise the bar of the local chambers and making them better be more successful represent their business community in a much better way. And that’s all based on resources that you guys are able to offer.

Amy Cloud 25:25
And, you know, we can brag a little bit they award at national chamber of the year, ACC. And the last statistic I had was that Kentucky has the most applicants, the most finalists. And I think we still might have the most winners since it started in 2007. Little mini all Kentucky. Yeah. So I mean, we want people to be proud, we want them to be proud of their chamber. We want them to utilize best practices, which you have to in order to apply for awards like that. We always have one or two people on the 40 under 40 list every year for executives in the chamber industry. We have at least two people enter IOM every year. So we have eight to 10 people in the institute program every year. We’re just proud of our chamber professionals, and we try to do everything we can to make them better, because then it makes their chamber the best version of itself if their leadership is the best version of itself, if that makes sense.

Brandon Burton 26:28
Yeah, yeah, absolutely. Not only make us

Amy Cloud 26:30
look better, yeah, they only make us look better when they are achieving at top notch level. It makes us look good. And we count on them as a resource, you know, the better they are, the better we the better information we get.

Brandon Burton 26:41
Yeah, absolutely. I love that. I’m glad you shared that that tidbit there. As a for chambers that are listening who are interested in taking their chamber up to the next level, you’ve offered a lot of great counsel, I’ll say resources using your State Chamber. But what other maybe tip or action item might you have for listeners who are looking to elevate their chamber to the next level?

Amy Cloud 27:08
Oh, goodness, I keep saying this word. But you know, build, build relationships. I don’t care what other people say about an elected official in town, or someone who runs a large company or a small business, you need to form your own relationship with them and make it work. You need to be proactive and say, what’s going to work for you? What do we need to do for you, you’re a service organization. So make sure you’re servicing your members, they invest in you, I’m encouraged chambers. So not say you have dues, but you have investments, what is your annual investment, because when people talk investments, then they also talk about return. So you want to be able to give a return on your investment and ROI to your members every year. And that’s a relationship that’s an asking and listening of what can we do for you. Let’s try it. We tried it, it didn’t work. We tried it, it did work. That’s a relationship. Gen Y and Gen Z are go getters, they just don’t understand why they have to pay to pay to be a part of an organization. That’s your next group of leaders, Gen Y and Gen Z are the ones that we’re gonna fix into be CEOs in the next five to 10 years. So for me, I think chambers needed to find a need and fill the need. What do they need? And how can you fill that need? Where do you offer expertise that isn’t common knowledge that they would be willing to in vast, the ROI invest in their local chamber? Where they wouldn’t be able to get that opportunity anywhere else? How can they help entrepreneurs? How can they help small businesses in a way that no other group can? And that you can’t do it by yourself? That’s a big thing for me is understanding that next generation of leaders and how the chamber can still be a relevant organization for that group of

Brandon Burton 29:01
people. Yeah. Which that that leads right into our next question. So you’ve seen in worked with chambers of all different sizes, and focuses of work, we’ll say. So as you look to the future of chambers, how do you see the future of chambers and their purpose going forward?

Amy Cloud 29:21
There’s there’s room there’s room for chambers. I think the more that chambers become public policy chambers that people understand it’s a well rounded organization. Just as recent as 10 years ago, a lot of local chambers were considered the like the the Welcome Wagon. They did the Christmas parade and then they took, you know, welcome goodie baskets to a new business. They might have done ribbon cuttings, you know, it was kind of a Hospitality Group. And in the last 10 years or so, I think people have seen how it is changed into And truly, what can we do to make our businesses better? How can we help with economic development? How can we help with public policy? What needs to change at the local level to make our business community more successful? How do we need to help recruit businesses? How do we need to help keep people, you know, working with the school system, working with local government, working with transportation, housing, you know, you start you’re starting to see that local chambers are taking on more of that responsibility. But that’s good, because like I said earlier, they’re the only organization whose sole purpose is for the growth and prosperity of the business community. And that doesn’t just mean economic development. That means you have to support employees, and what they let what kind of environment they live in, is there good housing? Are there good schools? Are there good roads, so they’ve been able to expand their reach, because they are being asked to handle those situations. I think that if they continue to focus more and more on that, than they will be growing into that business organization, that people need them to be, as opposed to the hospitality organization that they are on the front end.

Brandon Burton 31:10
Yeah, I love that. And they even said that, we’re kind of refined it down to that sole purpose of fostering that growth and prosperity in their community. And I know every chamber should have their their mission statement. And hopefully, that’s embedded somewhere in their mission statement, and in one way or another. But Amy, I wanted to give you an opportunity for those listening, especially those in Kentucky that need to reach out and connect with you but but even others who are just curious about what you know what all you guys offer or tips direction, what would be the best way for someone to reach out and connect with you? Oh, goodness,

Amy Cloud 31:48
um, you can reach me on my phone. Emails really good. My email address is acloud@kychamber.com. You can find resources that we offer on the Kentucky Chamber, a website, KYChamber.com. You’ll see under local resources, there’s a KCCE website. Reach out to me, I’m happy to talk with anybody about what I do. And I would love to learn what other people are doing as well. I like to be a student as much as a teacher, and pride myself. I’m trying to learn something new every day. So if anybody wants to share some great ideas that Kentucky can be doing, I’m happy to hear that as well.

Brandon Burton 32:31
Yeah, let’s get the information going both ways. I love that. Absolutely. I appreciate you being with us today on chamber chat podcast has been a great conversation have provided a lot of insights and hopefully, maybe open the eyes to some local chambers about what resources they can tap into at their State Chamber organizations. So thank you for sharing all that with us today. And hope you guys continue doing great things and making a huge impact in Kentucky.

Amy Cloud 33:01
I appreciate it, Brandon. Thanks for having me.

Brandon Burton 33:03
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Chambers Promoting Themselves with Brian Bondy

Miles Burdine Chamber Chat Podcast promo image.

Below is an auto-generated transcription. Because this is auto-generated there are likely some grammatical errors but it is still a useful tool to search text within this podcast episode.

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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.

Our title sponsor is Community Matters, Inc. With nearly 20 years in the chamber industry and over 100 media awards presented to their chamber partners, community matters provides the R&R that every chamber needs, revenue and recognition.

When it comes to publishing a Chamber Map directory or Community Guide, Community Matters has a trusted experience to help your chamber accomplish your goals. With different advertising sales models and publication styles, Community Matters will help you create a non-dues revenue machine!

Let’s hear from Becky Womble, President of the Bastrop Chamber to hear about her experience with Community Matters.

Becki Womble 1:03
I’ve been using Community Matters for probably six or seven years now. And in a previous life, I sold commercial printing so I can highly recommend Community Matters because it’s a complete turnkey job for any busy chamber exec and it’s a wonderful, beautiful printed product whenever you’re finished. And I just I’m very sold on Community Matters. And with a printing background I just big endorsement from me.

Brandon Burton 1:44
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Our guest for this episode is Brian Bondi, Brian has been with the Granbury Chamber of Commerce in Texas since April 21. Brian has been a part of the Chamber of Commerce work in Texas and Missouri for over 30 years serving as a volunteer committee member, Committee Chair, Board member and board officer before transitioning to the other side of the desk with the Northwest communities Chamber of Commerce in suburban St. Louis. He has been a Rotarian for more than 20 years, having served as club presidents in both Kerrville and San Marcos, Texas, and is also at Paul Harris fellow. Brian has graduated from Stephen F. Austin State University and also has earned the IOM designation through his participation and graduation from the US Chamber of Commerce Institute. Brian and his wife Jean have two adult daughters and Lauren who teaches in Mansfield ISD and Aaron earned her master’s and PhD from Washington University in St. Louis, and one awesome granddaughter Emery who turned to in July. But Brian, 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 that are out there listening and share something interesting about yourself so we can all get to know you a little better.

Brian Bondy 3:16
Brandon, thank you so much for having me on the show. Really appreciate it. There’s really not a lot to me, other than I can truly say that my claim to fame was I was a contestant on the prices, right. And I got up on stage with Bob Barker a long time ago, did not win the car. And, you know, I still have to live that down to this day.

Brandon Burton 3:40
That is awesome, though. Not many people can say that. I mean, I guess a lot of people can but not many people, you know, can say they’ve been on the prices. Right? Exactly. That’s right. That’s cool. So maybe just a side tangent, my wife’s uncle. He was on prices right in the 80s. So Bob Barker, and he did win the Showcase Showdown, one at all. And then like 30 years later, so just it was just a couple years ago, actually that he was back on again with Drew Carey, and won both showcases. So he’s been on twice and one one at all twice. And I don’t know many people have done that. But it was it was pretty amazing. And he shared pictures of you know, when he was on in the 80s. And then just a couple of years ago and it was pretty neat.

Brian Bondy 4:27
That’s pretty awesome. Yeah, my my true memory array of it wasn’t the show itself. But immediately after the taping was over all of the contestants that got on stage that won something were immediately taken behind stage to fill out the appropriate tax forms,

Brandon Burton 4:42
right. The important stuff was Yeah, yeah. Well, that is that’s interesting. That’s neat. I appreciate you sharing that with us and DeMonte to take a few moments and tell us a little bit about the Granberry chamber just to kind of set the stage for our conversation. Since the day to give everyone an idea of the size of the chamber scope of work staff budget, that sort of thing before we dive into our discussion.

Brian Bondy 5:08
So the robbery chamber was founded in 1952. And we are about 40 miles southwest of Fort Worth, Texas. We are a true standalone community even though a good portion of our workforce commutes to the Metroplex of just under 900 members and a budget of a little over $600,000 We do not engage in economic development with the city or county and we do not engage in any of the visitors bureau with the hotel motel tax dollars. So everything that our chamber generates is done through membership investments, or special events and our programming and in marketing marketing events. And the chamber that we like to say is where the largest chamber and the smallest city in Texas

Brandon Burton 5:58
Yeah, no, that’s true. And you guys you guys do definitely have things working on on all cylinders that they’ve been blessed to do some work with you guys down there in the Granberry chamber and love the community and you guys are rocking it so keep up the great work.

Brian Bondy 6:14
Thank you appreciate that.

Brandon Burton 6:16
As we get into our topic today I think it’s a very relevant topic for chambers across the country and as we talk about the need and and value and chambers promoting themselves and very often chambers don’t want it to their own horn or it may feel a little awkward to be no self promotion tends to have some negative context to it. But I think what the chamber self promoting is not so much the chamber necessarily is it’s promoting your members and activities and the benefits and the ways that you can promote your members so I’m super interested to hear your your spin your angle on this as soon as they get back from this quick break.

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All right, Brian, we’re back. So tell us how does the Granbury Chamber approached the idea of promoting the chamber? As I mentioned before the break, there’s that that idea of self promoting maybe has that negative context. But I don’t believe it has to be that way. And I don’t think you believe that either. So what’s your guys approach to it?

Brian Bondy 9:13
So just by way of background, you know, for years and years, you know, chambers focused almost exclusively on their members. And there’s nothing wrong with that, quite frankly, that’s a big part of what our mission is, is to help our businesses grow and get better and tooting their horns is a big part of how we grew. But the worst thing in the world that I have heard over the years is I had no idea that chamber could do that, because we don’t get our message out.

Brandon Burton 9:40
Or what does the chamber do? Right. Exactly.

Brian Bondy 9:44
And how many recordings have you done over the years that have said that exact same thing? Our aim is not necessarily to put an end to that but at least put a dent in it. And I’ll just start with when we move to Granbury I Right community, great Chamber of Commerce. But the messaging had had been totally lost in in the COVID translation, right. So not only did we take the steps to rebrand the chamber, create a new logo, build a new website, but we really did hit on the idea that it’s time to promote ourselves. And that involves a lot of social media. Because let’s face it, back in the day, we had a couple of options, you could promote yourself through your newspaper, maybe some radio, but for the most part, doing any kind of television or video was was really kind of out of the realm of realistic unless you were a Metro Chamber of Commerce with with especially deep pocket, the advent of relatively inexpensive video opportunities, as well as social media members should be jumping on this right now.

Brandon Burton 10:56
Absolutely. So as you guys take that approach, what what is the type of messaging you tend to get out as you are maybe some of the recent campaigns maybe that you guys have put out there to promote the chamber and the work that you guys are involved with.

Brian Bondy 11:10
So I’m really excited that we’re having this conversation today. Because within the next week or so, we’re going to be rolling out a testimonial campaign. In fact, we’re going to roll it out at our banquet at the end of January. And essentially, we recorded probably two dozen people at our marketing firms headquarters. And we wanted them to say what’s the one word that makes you think of the Chamber of Commerce. And the beauty of this is you’re gonna get a different word for every person that we talk to. And that’s going to be an opportunity for us to toot our horns, it says, it’s not just about networking, it’s about advocacy. It’s about marketing, it’s about relationships, it’s about going the extra mile, it’s about caring about the community. And so I’m talking about chambers have to be willing to step up to the plate to promote themselves.

Brandon Burton 12:05
Yes, I love that, that whole idea of testimonials in general, I mean, you’re you’re able to generate great feedback one, so you can learn, you know, the impact you’re making on your Chamber members. But then you’re able to see where they see the value in the chamber. So you can you know, take that information and get from them leaning a little heavier or, or maybe find those areas that you feel like you’re doing some positive work, but nobody’s mentioning that. And maybe, maybe you need to lean in a little harder, or maybe you scrap that piece of that work. But these testimonials, then you’re able to repurpose in several ways to say you’re capturing him on video. But then I would imagine there’s a strategy out there to, you know, unroll, you know, some other posts and other other ways of sharing these messages that they’re putting out there with their testimonials, am I am I hitting on point with that

Brian Bondy 12:59
you are nailing it to the wall, let me tell you, you know, the beauty of having a lot of good B roll footage is we can pull tidbits anytime we need to right. And that’s what I would tell the people that were coming in look, I’m not looking for, you know, a 10 minute discussion. I’m just looking for a couple of soundbites that I can pull out edit down and use whenever we have something going on. And and the real beautiful thing about promoting yourself is it’s not coming from staff, it’s coming from people who are already members of the chamber, they believe in the mission. And the message also goes out to those who are Chamber members, why they should become part of the organization.

Brandon Burton 13:41
Right? So with these members that you’ll be highlighting, I love the idea of being able to repurpose that content, as you put it out there for the community to see for other potential members possibly to see. Are you somehow identifying the individual, their company, what type of business they are just to kind of give that flavor in the community as to what types of businesses you serve? Or what’s that part of the vision look like?

Brian Bondy 14:10
Yeah, we’re very fortunate. It’s a it’s a small town. And most of the people that have come into the studio to do the recording are pretty well known. So we may not do any any character generation with our first generation of of spots. But we can see that going down the road as we create other content, where we want to be able to identify that, you know, this is our CEO of our hospital, or superintendent of schools. So then it ends an air of credibility to the person who’s who’s talking. And that way the person who listens and sees what they’re, what they’re going what we’ve put out there. They’ll like, oh, I never even thought about doing something like that. Right

Brandon Burton 14:52
now. That’s so valuable. Now, you had mentioned social media being a great tool. Are chambers to be able to get messaging out like this and affordable way? What does this strategy look like across the different social platforms? Because I can see maybe having a YouTube channel and obviously Facebook, a lot of people are on Instagram and reels and all that as the list goes on and on. But what are some of those things that you guys have thought of as specifically, it may be good just to hone in on this campaign. As you you know, repurpose content and take those those tidbits out that you edit down? What are some of those ways you envision being able to maybe amplify these messages?

Brian Bondy 15:37
That’s a great question. And we’re very fortunate, I’ve got some very tech savvy staff members, which is really good for me, because it keeps me out of that fray. And it’s safer that way. But, but we have consciously built a calendar of posts, Facebook, Instagram, are our primary tools right now. We are building a setting up a YouTube page where we can take these videos and but but we consciously post something three times a day, whether we’re doing a spotlight on one of our ambassadors, one of our board members, one of our members themselves, and most of the time, they’re either live video, or they’re they’re created in a real. And we do that with our ribbon cuttings, we do that with our special events. And what we’ve seen over the last two and a half years, is a significant increase in followers. But even more so a significant increase in the organic reach of our of our posts, and a lot of shares that are taking place. And that just helps get our message out to even that many more potential customers. Yeah,

Brandon Burton 16:53
I often will think that chambers are built for social media, right? I mean, you’ve put up a post and you highlight a member. So you’ve got the individual who has an interest in sharing it that their business has an interest in sharing it. So that organic reach, ideally should just, I mean, you guys should have very deep roots in the community by just highlighting your your members and board members and ambassadors, and all these different things that you just mentioned. And the

Brian Bondy 17:20
really good example is we we’ve started a business summit every September. And it’s two years old, both years it’s been a sellout. And both years, we’ve used social media at the front end to promote our speaker lineup, and then at the back end to do a wrap up. And the views range from six to 7000. Post event. And so what we’re learning is we’re building this following that they want more, they want to see what else we’re doing. And we’re hoping to push that to those that are not necessarily members right now. Yeah.

Brandon Burton 18:01
So the organic reach is super helpful, super important. But we also know these different platforms are constantly changing algorithms, and they want to make sure that you’re paying to play it often in a lot of cases. So do you guys set aside a portion of your budget to purposely promote certain posts or to have certain campaigns that you want to put put a few dollars behind to get a little more traction? Right

Brian Bondy 18:32
question? And the answer to that is absolutely, yes. And this is where we fundamentally changed how we want to operate. We know that we have to spend money to make money. And the cost per spot on social media is still relatively inexpensive. And if you’re a chamber that really is trying to promote what you’re doing, who you are, who your customers are, and who your customers could be, then even if you set aside $500 a month, you can see impact from that money.

Brandon Burton 19:05
Yeah. So for some businesses, and I say businesses rather than chambers, they can promote their product or service on social media, and they can see the ROI, right you put you know, $1 in you get $2 back. What are some of those key metrics that you guys look at as a chamber to see that you’re getting a positive return on the the ad spends that you’re putting out there?

Brian Bondy 19:32
Like question again. So ROI on testimonial is going to be hard to measure. A lot of that is we’re building awareness, we’re building confidence that the brand is one to be very reliable, and one you can hang your hat with. Well, the flip side of that is if we are doing events specific, like the previously mentioned women and Business Summit, or our banquet or for to July celebration, those we’re gonna see in potentially more participants buying tickets, more sponsorships. And that’s kind of what I look for is, especially as we are event related, are we seeing a bump in in interest? Are we seeing a bump in potential sponsor inquiries? And I would have to say that the the initial results are yes, that’s exactly what’s happening.

Brandon Burton 20:23
That’s, that’s great. Yeah, a lot of times, we’ll look at the likes and the views and shares, which are good, they make you feel good that it’s getting the message out there. But some would say that they’re vanity metrics, right, that they don’t really bring the money in. But I think it’s a little different with the chamber where you are so event focused, and, you know, getting the awareness out there driving people in to whatever those events are. So as long as you’re able to keep track of attendance and ticket sales and revenue generated from these events, I think that’s a great correlation to see that these, the ad spends and the it beyond the the money put aside for spending on social media, but the time and staff effort to to put in to build that brand on social media, it’s good to have that, that returned to be able to see that it’s worth that time.

Brian Bondy 21:19
So that the it goes back to the one of the things that I said, at the very beginning of the worst thing we could hear is I had no idea that the Chamber did that. And some of this begins to address that very issue. To fact that whether it’s a special event, or even a testimonial from a member, to have somebody come and say, Hey, I saw that, I am so glad to know that you guys have the ability to do X, Y, Z, tell me more. I just opened the door to a potential customer, a potential member sponsor. That’s where the intangible part of the promotional dollars spent begins to pay off. Yeah.

Brandon Burton 22:01
So do you know do you ever have direct engagements with posts where they say, those those kinds of words, I had no idea the chamber does this and tell me more? Are they reaching out to the chamber directly? Or is it when your membership person reaches out that they make those connections? How do you see these things kind of develop?

Brian Bondy 22:21
Yeah, that’s a great question as well. It’s interesting. We’ve had a couple that have responded in the in the chat line, hey, can you send me some more information and reach out to me, and we’ve done that, and I think that’s a terrific direct response, direct opportunity that that came up. We also do, we do our candidate forums for the various election cycles, we’ll stream those live on our on our Facebook page, and the engagement that we get from that, not always positive, but we’re getting engagement. And that’s, that’s a big part of marketing, the chamber is doing things like that, where we have engaged members and the community in the product that we’re putting out there.

Brandon Burton 23:07
And that’s a great point with streaming the candidate forums. As far as getting engagement and algorithms, algorithms like it when there’s a little bit of controversy. So if you can get the negative and positive comments going in something like a candidate form, I think that’s going to really help that organic reach and get it in front of the people that you’re hoping to reach.

Brian Bondy 23:30
So exactly, exactly that.

Brandon Burton 23:34
Well, I like asking, for chambers that are out there listening, if if there’s any tips or action items that you might offer to a chamber who’s looking to maybe take their chamber up to the next level, what might you offer to the to that organization?

Brian Bondy 23:52
A couple of things. Number one, I can’t underestimate the value of a good relationship with your local media, whether it’s a local newspaper, a local radio station, even a local television station, they they’re looking for content just as much as you’re looking to put content out there. And we were fortunate to have some really good relationships with our local media. And part of that equation is, you know, we all have smartphones that have video and audio capabilities, you’ve got a marketing tool in your hand every time you’re out there. And don’t be afraid to use it because that that’s a big part of how you can make your chamber stand out was just a moment of talking to somebody with the recording on and put it out there. Hey, remember you’re gonna love it, but be we’re going to hear you and and once again, it goes back. I had no idea you guys could do that.

Brandon Burton 24:50
Yeah. So do you ever see any awkwardness if you’re talking to a member and pull out the phone Hey, do you mind if I record I know a lot of men members love it because they know you’re going to put it out there on social media. Do you ever get any of the awkward cameras say, oh, no, I don’t know, I’m not I don’t have my makeup, you know, or whatever. Any any awkward moments that the media lighten the conversation a little bit.

Brian Bondy 25:16
Obviously, we wouldn’t be human if we didn’t have those awkward situations. The reality is, you know, people don’t think they look that good, until they see themselves and they’re like, Oh, that wasn’t so bad. And, and we’ve had that before. But for the most part, I would say, an overwhelming majority are a okay with it at the end of the day, because they know what the end result is. They’re gonna get some publicity out of it. Right?

Brandon Burton 25:42
Yeah. Yeah. No, that’s, that’s great. And just to be able to overcome that, and know, you know, there may be those awkward moments. But in the end, it’s, it’s to help that business win, right, help that individual get their message out to so. And we both die at the end of the day with that? Yes, absolutely. So I like asking everyone 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?

Brian Bondy 26:11
You know, chambers have changed so much over the last 25 to 30 years. For the most part, if I look back to the 90s. Yeah, we were pretty much networking based organizations, everything we live for was based on that, it will forward to advocacy being probably our number one focus. And that’s where chambers going forward are going to have to step their feet into into that muck. It doesn’t mean they have to take positions, but they need to be able to inform their members on what’s going on in their community in their region. Because business and government don’t always see eye to eye, the chamber is fortunate and should be fortunate enough to have the bully pulpit to be able to say, Whoa, timeout, this is going to affect a lot of people, the larger Chambers of Commerce in metro areas have been doing this for a long time, I can tell you that rural America needs to wake up and start doing this. It can’t just be about parades, it can’t just about all of the events that we’ve done for 50 6070 years, we’re going to have to get in and get a little bit dirty. And that makes boards very nervous. And it makes staff very nervous, because it’s something that we’re not comfortable doing. But all of my training tells me that if we don’t, we risk losing our members interest because the value proposition begins to decrease. And ultimately, just like any business, if we can’t show the value for the investment, we’re gonna lose them. And

Brandon Burton 27:44
well, and as we’ve talked about today, being able to have those conversations around advocacy and policies that are being put out there, it also helped drive your your social media engagement. So get it out there stand up for the for your businesses and your community. And it may cause some controversy. But that doesn’t have to be a bad thing. You can lean into that and really have some positive effects and influences out of a little bit of controversy. So

Brian Bondy 28:15
I think our members have come to expect something like that. And I think that as chambers continue to stay relevant in the in the coming years and decades, we’re going to have to continue to evolve ourselves. We can’t, you know, it’s advocacy today, it could be something totally different 10 years from now, that we all had saw that was coming, but it kind of hit us squarely between the eyes. But that’s part of how we we manifest and grow ourselves is to be aware of those trends that are coming down the pike.

Brandon Burton 28:51
Right. And I’ve seen in working with chambers and Chamber members for several years. Like you said, members come to expect the advocacy part from the chamber. And there’s been Chamber members that I’ve talked to that have expressed their frustration and disappointment that their chamber didn’t advocate for their business when, you know, XYZ happened, you know, when the road was torn up for an expansion and nobody consulted the businesses about the impact or creating a driveway for people to sell access to businesses, like where’s the chamber and you know, they created an expectation that the Chamber should be standing up for their rights and helping them be successful. So great point.

Brian Bondy 29:33
Yeah. And the hard part is, you know, if you’ve talked to a lot of chamber professionals, and that is, you know, it’s one thing to say it’s another thing to do it because you’re dealing with a lot of interior political climates within each of the communities where that may be frowned upon. And so what really becomes important is for that, that board of directors and that chamber staff to be on the same Ah, understanding that, hey, get a bloody nose on this, but we’re doing the right thing for the right reasons. And at the end of the day, used to say there’s no such thing as bad publicity. And that kind of can can live with that.

Brandon Burton 30:11
Yeah, yeah, for sure. Well, Brian, I wanted to give you an opportunity to share any contact information for listeners who might want to reach out and learn a little more about how you guys are approaching things at the Granberry chamber, especially when it comes to promoting yourself, what would be the best way for a listener to reach out and connect? Obviously,

Brian Bondy 30:32
the best way for us is through our email. I mean, that is, that’s probably the quickest, easiest and best way. brian@granburychamber.com. And of course, you can always call us My office number is 817-458-8442 to look us up on Facebook. And we’re getting ready to branch out into a few other platforms. But that it’s a good idea for if you want to see what we’re doing to take a look at us either on the web or on our social media.

Brandon Burton 31:12
Right Do I will get all that in our show notes for this episode too. And, and hopefully, as you branch out into other areas of social media, there’s going to be some cross promotion so that anybody wants to follow your Facebook page and see some of those other things that are coming on the horizon. I’m sure exactly. That, Brian, this has been great having you on chamber chat podcast with us today. I appreciate you sharing your perspective lessons that you guys have learned and promoting yourselves and the great value that comes from chambers being a little bit bold and saying this is what we do. And we’re here to show you. So thanks for for spending time with us today.

Brian Bondy 31:48
Ryan, thanks for having me. I really appreciate it.

Brandon Burton 31:51
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