WEBVTT 1 00:00:02.650 --> 00:00:23.199 Peggy Hoffman: Excellent, so welcome, welcome. I'm Peggy Hoffman. Welcome to our wonderful conversation today about revamping chapters, chapter structures, and chapter processes. Who's the we behind this webinar. The we behind this webinar is, of course, Bill Highway. The incredible 2 00:00:23.200 --> 00:00:33.430 Peggy Hoffman: tech solution in the cloud that does some amazing things and allows you all to really renovate the entire organization by providing technology tools. 3 00:00:33.430 --> 00:00:50.479 Peggy Hoffman: And that actually also help you renovate how you're doing member engagement and performance data and mariner. We help you renovate your training, your structures, your processes. Both Bill, highway and mariner. We're here because we believe that there is 4 00:00:50.480 --> 00:01:08.450 Peggy Hoffman: a strong history of geographic chapters and other components, and a very strong future for them. So that's what brings us together so that we can build this community to actually tackle the questions that are on our minds, and speaking of questions on our minds change 5 00:01:08.750 --> 00:01:34.760 Peggy Hoffman: so in the benchmarking report that we did 2 years ago it was really interesting, because more than a third of the folks that they either made substantial change or a thirds that they expected to make changes. So we know that changes on the minds. But then, most recently, we found out that 50% of the folks in the survey had a chapter structure change in progress. 6 00:01:34.760 --> 00:01:48.389 Peggy Hoffman: or an almost same number, a process change in progress. Now, 29% reported that the process change was completed and 11% said that the structure change was completed. 7 00:01:48.610 --> 00:02:04.860 Peggy Hoffman: All this conversation and work on change. Leaves a lot of questions, cause I will tell you. In that survey we probably got more questions than we have examples of those changes. You know, it's really interesting. Be 8 00:02:05.000 --> 00:02:23.670 Peggy Hoffman: changes on our mind that we kind of have to really say, like, what are we changing and and and why are we changing it? Because one of the things that we're going to hear about today is that change is difficult when you're working with volunteers, some who are really keep it the way it was kind of mentality. 9 00:02:23.720 --> 00:02:28.620 Peggy Hoffman: But there are really good reasons for us to think about change. And 10 00:02:28.630 --> 00:02:38.680 Peggy Hoffman: I'm like you guys now to weigh in. If you wouldn't mind, I'm gonna pull up 2 polls. The first poll is one that I'm interested in finding out. 11 00:02:39.640 --> 00:03:02.309 Peggy Hoffman: What are you changing? If if and maybe you're thinking about changing it. But but what's what's the purpose of changing. So what do we have to change now? This is a longer, a longer poll. So do make sure that you open up the window. But in this multiple choice. But are you looking at processes? Are you looking at policies? Do you think that you need to change 12 00:03:02.310 --> 00:03:25.150 Peggy Hoffman: operations? Maybe there's consolidation. Maybe it's the governance model. Right? Maybe you're you're you're you're thinking, you know what geography is not as relevant to us. And we have to figure out how we embrace issue interest in discipline. Maybe those pockets are becoming more important, and maybe it's an affiliation agreement. I also put the other there. 13 00:03:25.150 --> 00:03:38.610 Peggy Hoffman: you know, we always put other in our polls because there's something else that's going to be elevated. But essentially these are the elements that people reported in the Survey as things that they were in the process of, or had recently changed. 14 00:03:38.610 --> 00:04:01.570 Peggy Hoffman: So I'm just curious in terms of the folks that are here on the call today. What's on your mind? What do you think that needs to be changed? I'm seeing some some good conversation coming in here. We've got a good portion of you already connected, but I can see that we've got maybe another 20 of you that might wanna weigh in. 15 00:04:01.570 --> 00:04:11.699 Peggy Hoffman: So if you're having problems, with the polls, we always invite you, of course, to go ahead and and jump into chat conference strategy? Yes. 16 00:04:11.720 --> 00:04:12.670 Peggy Hoffman: yes. 17 00:04:12.790 --> 00:04:35.920 Peggy Hoffman: and when we change the educational strategies or the way we're offering services strategies, there's going to be an impact throughout the system kind of a ripple effect, and sometimes it really opens. It's an opportunity for us to then say, How does that change at the other levels of the organization? Alright, let me end the poll and share with you what we've got. 18 00:04:36.220 --> 00:04:55.830 Peggy Hoffman: So for many folks, it's focused around the processes and the policies. I see there's a couple of folks that really want to centralize the operations. And we do have a case study, or sort of 2 case studies related to that. There's an interesting group of you that say, let's go ahead and struck and take a look at the structure itself. 19 00:04:55.830 --> 00:05:04.680 Peggy Hoffman: So let me let me go on to the next poll? Because, yes, it's important that we ask the question of What do we want to change? 20 00:05:04.680 --> 00:05:29.310 Peggy Hoffman: But the other question is, why do we have to make that change. So I'm never a person that feels like you should just change to keep things fresh unless we're talking about your clothing. But there has to be a reason for us to change. And maybe you have inactivity on the chapter level. And I put Sig's thinking of Sigs as being the non geographic version, right? 21 00:05:29.310 --> 00:05:40.649 Peggy Hoffman: So maybe there's inactivity. Maybe. There are expressed challenges, in other words, volunteers or members accessing them have expressed that stuff. 22 00:05:40.650 --> 00:06:02.390 Peggy Hoffman: So you're reacting to what you're hearing. Maybe there's just a lagging roi like we know we're putting in this money in. But we're not seeing the value back. African. Could there be a mismatch, many of us as we do it? A strategic plan. We identify new priorities, and sometimes the old systems are a mismatch to the new strategic priorities. 23 00:06:02.390 --> 00:06:22.270 Peggy Hoffman: Maybe the change in why, we even have member communities. Maybe this is like we don't have member communities because we need the farm team. Maybe it's we have member communities because we have big issues to solve. And we want them to work on specific things right? And of course, other 24 00:06:23.390 --> 00:06:52.599 Peggy Hoffman: and I love it, Martha, you are jumping right in, and I appreciate that. And thank you also, Rachel. A more consistent experience for members across states and between national and states. Absolutely. It's that sense of people have a brand in their mind, and they equate their sometimes their least best experience to the brand. So you wanna make sure that you have a good that even where it's soft it's still got the right experience. 25 00:06:53.980 --> 00:07:00.630 Peggy Hoffman: understanding the relationship between the national organization, how it supports local chapters and what that relationship should look like 26 00:07:01.980 --> 00:07:30.070 Peggy Hoffman: a lot, a lot packed into that. Yes, and it's really interesting, because more and more I'm suggesting to folks that they think about the chapters not as a separate element, but as as part of an ecosystem. And and, Rachel, I feel like that's what you're getting at here, and to a certain degree. And certainly Martha isn't her comment. This notion of the chapters not being isolated, but that there's an ecosystem. And where do chapters or sigs 27 00:07:30.260 --> 00:07:39.319 Peggy Hoffman: play in that particular that let me go ahead? Looks like we go. Soon as I started to say, Let me close the poll. 2 more quick! 2 more answers popped in. 28 00:07:40.110 --> 00:07:53.159 Peggy Hoffman: so let me go ahead and end the poll looks like it's quiet and share the results. So as you can see. And I'm not surprised that the inactivity or the or the rumblings 29 00:07:53.160 --> 00:08:21.990 Peggy Hoffman: are are are significant. Part of why we're reacting now. Covid gave us cover it. It opens some doors, showed some rust, or some some real, some real weaknesses in the systems, but it also gave us cover to acting on those 2 elements, I believe. But I'm really curious about the mismatch with strategic priorities, and would love to see in chat anybody who responded to that just share a little bit more about that mismatch and strategic priorities. 30 00:08:23.570 --> 00:08:47.400 Peggy Hoffman: Alright as we do that I'm gonna move us along here when we went ahead to put together this this session we were going like, well, how do we? How do we think about this. And and it came to our it came to our mind, I guess I should say came to your mind because I watch a lot of renovation programs. But it came to mind that this is something like the decision we make. 31 00:08:47.400 --> 00:09:01.159 Peggy Hoffman: When we're looking around at where we're living, right? And and when we begin to look at it this way, we actually begin to get a sense of the fact that there are opportunities for us. 32 00:09:01.160 --> 00:09:16.799 Peggy Hoffman: opportunities for us to think about this as a Renault or remodel, or a rebuild. So a Renault is really focused on restoring something that's not working well, that's maybe old into good repair. You're retaining the purpose right? 33 00:09:16.800 --> 00:09:41.770 Peggy Hoffman: But you're making it more efficient or effective. A remodel changes the form, the design, potentially the functionality. Right? So a remodel says, you know what? Yes, the the Y is still there, but we've got to shift to something else, and and maybe this is where a lot of folks during Covid took extra spaces and turned it into new space. 34 00:09:41.770 --> 00:09:47.729 Peggy Hoffman: Right? One of my cousins did an amazing job with the 35 00:09:48.030 --> 00:10:07.549 Peggy Hoffman: with a a large part of their garage, making it a full school school setup for for the kids. So it's taking something and saying, we need to change the form. A new build, says the how and the why questions of fundamentally changed, we gotta start from scratch. So 36 00:10:07.800 --> 00:10:22.260 Peggy Hoffman: what we want to do today is take a look at examples within these 3 areas. because maybe for some of us it's the Renault. For some of us. It's the remodel. But in other cases we really do do need to look at the rebuild. 37 00:10:24.520 --> 00:10:25.500 Peggy Hoffman: So. 38 00:10:26.030 --> 00:10:42.190 Peggy Hoffman: thinking of Renault. We're talking about that sort of that sense of restoring. Maybe it's restoring to the to to a more efficiency. Maybe it's restoring back to the to the original core of what its purpose was right. So 39 00:10:42.190 --> 00:11:10.929 Peggy Hoffman: in this particular case, I wanna highlight a really cool example coming coming out of the bill highway family of of clients, and this is rent. And what they decided to do was really to take a look at how taking a look at how we renovate, how we're supporting and managing. And then the flow of the the the operations. 40 00:11:10.930 --> 00:11:12.680 Peggy Hoffman: How might we 41 00:11:13.120 --> 00:11:28.439 Peggy Hoffman: reduce siloed systems lessen administrative burden, eliminate risk of fraud which they had experienced and gain insight into chapter performance. So if that's the goal. 42 00:11:28.600 --> 00:11:32.230 Peggy Hoffman: the solution, then, was to say, All right. 43 00:11:32.590 --> 00:11:46.069 Peggy Hoffman: we really need to get rid of the siloed systems, because that's what's getting in the way. That's what's getting in the way. That is, that is Putting more burden on our volunteers right? 44 00:11:46.330 --> 00:12:02.079 Peggy Hoffman: And it's creating an opportunity more difficult to manage the risk correctly right? And we don't really have. Don't know in real time how things are going so that we can be as in the moment as possible to support. 45 00:12:02.200 --> 00:12:05.210 Peggy Hoffman: So that was the concept was. 46 00:12:05.420 --> 00:12:30.639 Peggy Hoffman: how do we go ahead and do that in a way that supports the program. And so they invested in the bill highway chapter in the box solution. Now, what I wanna highlight here, because I think this is the exciting part about about this is that the bonus here and someone talked about this, you know, across the system experience the bonus. Here was alignment in brand and standard processes which 47 00:12:31.100 --> 00:12:38.630 Peggy Hoffman: did what positive impact from member improvement. Oh, and also incredible improved data. 48 00:12:38.660 --> 00:12:59.179 Peggy Hoffman: Now there is a fortunately, a really good a a a really good much more robust look at this particular case study available on Bill Highway, and I believe Sarah will go ahead and drop that in to chat or or point as to where we can get it, because we'd love to be able to talk a little bit more about this in detail. 49 00:12:59.180 --> 00:13:13.859 Peggy Hoffman: Once I go through all of these. If there are questions about any one of these, if we've got somebody on, and I know I have Mark Prevost on the phone. We can certainly talk a little bit more about it. But this idea was, how do we centralized administration 50 00:13:14.550 --> 00:13:33.099 Peggy Hoffman: now from a slightly different perspective, we have what's happening over at Asis? Susan. Modella. I had a great conversation with her, and I think I've got Jess and maybe Jenny from that organization on. And so again, if they're questions specific to this, the reason why I wanted to share this is because 51 00:13:33.110 --> 00:13:36.520 Peggy Hoffman: this is about this notion of 52 00:13:36.630 --> 00:14:05.990 Peggy Hoffman: getting closer to the chapter, so that you can apply the right support. You can apply the the the the resources at place where it's needed in the way that it's needed. So they had a rather cumbersome governance structure, if you will. And one of the things that Susan I talked about a lot was the problem was all of the steps that a volunteer had to go through before they had a connection to the staff, and yet the staff. 53 00:14:05.990 --> 00:14:15.089 Peggy Hoffman: often the place that could actually apply they could actually support, they could actually provide their resources. So how do we get 54 00:14:15.150 --> 00:14:36.279 Peggy Hoffman: global staff closer to the chapters? But also, how do we then? Because this is a huge organization they've got, I believe, over 200 and some chapters in countries far flung. How do we get the support zoom zoomed into where they're operating and be able to understand the cultural differences. 55 00:14:36.290 --> 00:14:50.009 Peggy Hoffman: So what they did was they took this system a hierarchical system of all these volunteer roles, and instead said, You know, we're gonna have our global board. But then let's have regional boards, regional boards to support chapters 56 00:14:50.210 --> 00:15:12.970 Peggy Hoffman: within an area, and it's the boards, will. They're in the process of building this out to more and and more complicated. But the boards will have committees that focus on key functions. Membership. Let's see. Excuse me. Membership learning and events, finance and governance, or or business development, and then 57 00:15:13.560 --> 00:15:37.099 Peggy Hoffman: a a committee specifically for each chapter chair and vice vice chair or vice President, so that they can be able to share what it means to be a leader in that chapter. So if you take, for example, the North American Board, they've got a regional board 12 people, a hundred 20 chapters, being able to stay closer to those individual chapters and make a difference. 58 00:15:37.100 --> 00:15:53.070 Peggy Hoffman: So it's really about taking a system that gets closer to the volunteers where they are, but also allow Staff to have a better connection to those ones. They built out their staff to help with this, so that certainly is a part of it. 59 00:15:53.070 --> 00:15:58.060 Peggy Hoffman: But what I really liked about this was the bonus was, they're able to really adjust the training. 60 00:15:58.260 --> 00:16:31.070 Peggy Hoffman: And they have created actually, this kind of new volunteer pathway through this, these global, these global committees. And presumably they're gonna see some new people popping in, and a new opportunity for them to have this connection. I do think the other cool thing that they're working on right now, and it goes back to that ecosystem scenario is that they have, and I hope I get this right. I think they have 29 or 27 or 29, or something like that. subject matter, communities 61 00:16:31.070 --> 00:16:54.380 Peggy Hoffman: which have been somewhat isolated from the geographic. But yet there's this incredible opportunity for this synergy. And so part of what they're doing on these and these committees is bringing in and having better conversations across the 2 of them. So when you renovate. When you renovate that sort of chain of command, you begin to create new pathways. 62 00:16:55.970 --> 00:17:14.600 Peggy Hoffman: Excellent. So 2 examples of rentos I'm gonna ask you to throw into the I'm gonna ask you to throw into the the chat any Renaos that you're doing. And thank you, Jess, and I'm glad to see your name pop up excellent 39 of those subject matter communities, that is. that 63 00:17:14.890 --> 00:17:28.240 Peggy Hoffman: is super cool. So go ahead. I'm gonna ask as I talk about these. If there is someone from the Association to go ahead and please correct or add on, and if we have questions for you, we'll we'll jump in there, too. So 64 00:17:29.230 --> 00:17:35.829 Peggy Hoffman: I see a good conversation around this idea. If 65 00:17:36.180 --> 00:18:03.739 Peggy Hoffman: experience the start, I'm I'm sorry I'm going back, because you know how I love to see what you all are talking about. Yes, okay. So Laurie, thank you. I just saw I just saw a a question come in about the idea. The Chuckers don't seem very interested in getting their participants to join our organization. I find this is odd. Is this a problem for others. I think I wanna break that down and and answer the question in some ways. 2 ways. 66 00:18:03.740 --> 00:18:26.030 Peggy Hoffman: one is that and there'll be exceptions to every rule. But I work with a lot of organizations, a lot of chapters, and in general, chapters are not the best place for member recruitment. They are the sweet spot for member engagement and member engagement is also something that they naturally do really well. 67 00:18:26.030 --> 00:18:50.979 Peggy Hoffman: So I would be at end if you have a highly engaged group of members in a chapter, other members will come. So I always like to say to folks, if you're not getting that feedback that they're interested in selling that joint membership, or one or the other parts of that membership. Part of it is getting them to focus on member engagement, and then you have the opportunity to open the door. The second thing is, if they're not gonna do the cell, they're not gonna sell for you. Let's say 68 00:18:50.980 --> 00:19:02.190 Peggy Hoffman: they can come in and be a chapter only member. Then it's how effectively do you allow chapter data? Because if you have the data, you can do the cell. So I hope that helps a little bit. 69 00:19:02.440 --> 00:19:07.089 Peggy Hoffman: it's oh, Tiffany, love that idea! Thanks. Thanks for throwing that in there. 70 00:19:07.270 --> 00:19:24.460 Peggy Hoffman: Did you have any impact, Pamela? That is a huge question. And part of what we have to do before we start. The how are we going to change is to say, how are we going to know that the change is impactful? So I love you asking the question about the impact. 71 00:19:24.520 --> 00:19:33.329 Peggy Hoffman: So remodel means that I'm gonna just sort of break some things down. I'm gonna change some purpose and some functionality. And we've got a couple of examples of the remodel. 72 00:19:33.530 --> 00:19:49.130 Peggy Hoffman: So a typical one that I am seeing is one that I'm gonna share from the American staffing. Now, this is an interesting one for me to share in a large part, because because of ultimate destination. 73 00:19:49.130 --> 00:20:03.979 Peggy Hoffman: But it really is kind of a 2 part change. And also, I think, the bonus I'll tell you about when we get to it is a large part of of what it is done for the possibility of change in the future. 74 00:20:04.020 --> 00:20:32.469 Peggy Hoffman: But the goal essentially back when and this is take takes us back to about 2019 was to meet the needs of different communities. You have a lot of affiliates and a number of those affiliates were seriously struggling, I mean, and I know we all have this. We have folks that that can do it. They can. They can pull the cart. They've got the horses that they need. The resources are there. They may struggle a little bit from year to year, but they got it going, and other groups can't. 75 00:20:32.470 --> 00:20:43.380 Peggy Hoffman: And so part of what they wanted to do was to say, Okay, we can't have a one. Size fits all. We've got to begin to think a little bit more differently. And so what they wound up doing was 76 00:20:43.510 --> 00:20:50.929 Peggy Hoffman: evolving into a system where they created these the where they created 77 00:20:50.940 --> 00:20:54.910 Peggy Hoffman: essentially as a 78 00:20:54.950 --> 00:21:10.909 Peggy Hoffman: state network, I know I can speak state network and the idea was to support these groups. To be able to put on a couple of in person events, right? So they did in per, in person, networking events and a virtual event here and there, and 79 00:21:10.910 --> 00:21:38.640 Peggy Hoffman: couple of regional conferences. So essentially when they came in the house, they were providing these folks with full support by staff and and really it was grounded in this fact that the end of the day, not having staff was the was the the determinant between someone, a group being successful or not. Now was it? Was it successful? It was Get. It was getting some traction. And then Covid hit. 80 00:21:38.780 --> 00:21:59.660 Peggy Hoffman: They tried to do virtual, but what they found instead was that folks were just not that interested and they were interested, though, in industry segments. And so the concept is involved in 2 phases they went from underperforming chapters to supported state network that still did some in person 81 00:22:00.030 --> 00:22:20.219 Peggy Hoffman: to this wonderful idea, to morph, into industry segments. So they gave me some examples. They now have 6 industry segments. they do they. They still have activities happening. But women in leadership is an example of one that has gone just just 82 00:22:20.240 --> 00:22:45.220 Peggy Hoffman: jumped out right. Why? Because women, unfortunately still are the ones that tend to get left behind when it comes to travel money time out of the office. They're they're they're they're juggling many things. But when this group really focused and went virtual, all of a sudden they were able to make some serious connections. So they went from under, like, say. 83 00:22:45.220 --> 00:22:54.840 Peggy Hoffman: 50 people. They've now not 900 or so folks involved. They had 225 people in the in-person meeting. So really. 84 00:22:55.060 --> 00:23:12.760 Peggy Hoffman: just some amazing stuff. And their impact to speak of the impact is they were able to offer through these role specific topic. Specific networking calls via these 6 industry segments more than 200 free virtual, 1 h, networking opportunities 85 00:23:13.400 --> 00:23:17.470 Peggy Hoffman: nowhere near that when they were 86 00:23:18.570 --> 00:23:19.800 Peggy Hoffman: state networks. 87 00:23:20.940 --> 00:23:31.029 Peggy Hoffman: So this remodel is simply saying, people want to get together. They don't want to get together the way we were forcing them to get together, which was in-person at a state network. 88 00:23:31.110 --> 00:23:39.170 Peggy Hoffman: They want to get together with people birds of a feather, and if we build it in this particular case and support them. 89 00:23:39.220 --> 00:23:52.779 Peggy Hoffman: it will get what we want which is driving member engagement, driving member retention. And, more importantly, this was an iter of change. So it has opened the door for future change. 90 00:23:53.430 --> 00:24:00.220 Peggy Hoffman: I think it's a win-win remodel for all of those reasons, and it asks us to ask, is it geography? 91 00:24:02.780 --> 00:24:07.080 Peggy Hoffman: Or is it industry? Issue. discipline? 92 00:24:08.240 --> 00:24:12.680 Peggy Hoffman: Alright. Remodel number 2 is also bad adding options. But this 93 00:24:12.710 --> 00:24:39.209 Peggy Hoffman: an option is not shifting to a group that does. That's based on a specific industry. It's still looking at geography. And I know that we have an amazing we we have an amazing person on our chat who can correct me as I share this, if need to. Now this is very much in progress. I believe that the word she use were, you know. 94 00:24:39.480 --> 00:24:50.889 Peggy Hoffman: Crawl, walk, run, and they're somewhere in that walk stage, perhaps. But this is a I. This is a classic and yet non-traditional. Look at 95 00:24:50.980 --> 00:24:53.680 Peggy Hoffman: how do you answer the question? 96 00:24:53.760 --> 00:25:16.690 Peggy Hoffman: We've got to meet the needs of struggling affiliates, and we got to meet them by creating alternative pathways, not trying to replace everything, just simply saying, we've got struggling a a affiliate. They need a different approach from us. So how do we do that now they did a whole bunch of changes kind of bundled in. But the ones I want to share with you really are 97 00:25:16.840 --> 00:25:39.829 Peggy Hoffman: the how they looked at the a sense of how do we support, affiliates in a sort of a general sense, and then specifically to the the struggling ones? And they looked at from 2 different lenses. The one lens was this whole concept around membership? Right? And the idea here was that because they because they have almost you can, you know, come in at different levels. 98 00:25:39.830 --> 00:25:50.080 How do we make it easy for people to choose the dual membership? And how do we make it easier for people to choose the dual membership, regardless of which door they're peeking through 99 00:25:50.130 --> 00:25:51.400 Peggy Hoffman: so 100 00:25:51.440 --> 00:26:04.719 Peggy Hoffman: perfect case in that what they did was they piloted. They did a call out 3 years ago, hey? Does anybody want to try this? 6 of them said yes, 18. Then, by the by the time it Pop was out. 18 of them had 101 00:26:04.950 --> 00:26:07.939 Peggy Hoffman: jumped on it. Listen to this impact. 102 00:26:07.970 --> 00:26:16.890 Peggy Hoffman: So both groups, both sides give up about 12 and a half percent to make a good. Price point that was going to be viable. 103 00:26:17.610 --> 00:26:22.810 Peggy Hoffman: Mgm, a. Collects processes and distributes no admin fee 104 00:26:23.810 --> 00:26:32.609 Peggy Hoffman: so streamlined the process for the end user streamline. The process for the affiliate right? 105 00:26:33.210 --> 00:26:43.890 Peggy Hoffman: Get the data in a place that we can use it and analyze it. And then the super impact was the retention rate, was fabulous. 106 00:26:43.940 --> 00:26:47.170 Peggy Hoffman: fabulous for those that came in the dual door. 107 00:26:47.380 --> 00:26:55.349 Peggy Hoffman: and the big winner for the State was new members, that they didn't have to spend a whole lot of time chasing after. 108 00:26:55.710 --> 00:27:02.509 Peggy Hoffman: So they said, We want to look at a way that we can do this where we can support. 109 00:27:02.540 --> 00:27:21.849 Peggy Hoffman: but that still left a number of folks that were struggling right. So in addition to to the to that, they did a subsidiary chapter model in this particular model. They basically said, If you're struggling, Aka, you can't meet that can't meet the 110 00:27:21.920 --> 00:27:44.759 Peggy Hoffman: newly. I'll come back to submit newly established Kpis by year end 23, which that's coming up. Then you're gonna you're gonna give up your independence. Yes, but you're gonna become a subsidiary chapter model. Yes, and you're gonna get support from us. We're going to help you. We're gonna help you build yourself to the place where you can actually meet those Kpis. 111 00:27:45.160 --> 00:27:56.269 Peggy Hoffman: So the idea here is, yes, they would take over sort of the I'm gonna just lump it as a kind of operational support. A, and essentially. 112 00:27:56.910 --> 00:28:17.130 Peggy Hoffman: everybody's gonna have this dual opportunity, this dual membership opportunity, right? So that that can work. You put all of this together. And the bonus for this, to a large degree, was they had to establish a state matrix, they had to say, Well, what are the Kpis that are really important for us? 113 00:28:18.370 --> 00:28:46.540 Peggy Hoffman: And and how do we make sure it's grounded in something that makes sense. So they established it. They requested the financial documents. That was a whole thing dealing with that that they but they, but they. They requested the financial documents so they could create kpis that made sense they use. They reached out. They used the Asa data to determine what is financial stability to determine the ratio for determining, based on revenue and expenses. 114 00:28:46.630 --> 00:29:11.399 Peggy Hoffman: They did went to marketing generals about what is average membership retention to set that Kpi and then, because almost everybody was able to do 12 h of interactive education as a metric, they used a metric that they knew was achievable in their States. And then they simply said, You know, we're gonna look at a point system where? If you're under certain number of points 64. You're red. 115 00:29:11.400 --> 00:29:30.590 Peggy Hoffman: and you have serious concerns. And they worked with each of those States that that showed up in that level. And they, you know, supported and offer any of the yellow or the greens as well. Th. I think the neat thing that came out of this, I thought, was. This notion of it gave them an opportunity to set some metrics that everybody 116 00:29:30.590 --> 00:29:43.690 Peggy Hoffman: could count. and it helps people be more honest, and it helps. Boards have better conversations. Then the bonus was that pilot turned into a Yeah, everybody's gonna offer the dual boosted member retention. 117 00:29:45.240 --> 00:29:46.710 and Martha 118 00:29:46.820 --> 00:30:09.860 Peggy Hoffman: captured it beautifully in her chat when she says it allows State volunteers to do what they like to do. Engagement and program development and national do what it can do best, which is taking over the financial risk being supportive. To make sure the organization is in a great and powerful place. 119 00:30:10.690 --> 00:30:31.250 Peggy Hoffman: So I think that III think that this is also an example, just like the Asa EA. As a example, and reflects what Mary Byers. Hi, Mary! Great! To see you on the call the point that she makes there. Very importantly, the iter of change is a valuable concept 120 00:30:31.290 --> 00:30:33.419 Peggy Hoffman: when working with chapter change. 121 00:30:33.900 --> 00:30:53.800 Peggy Hoffman: So the interrupt changes here that mgma did they might type was a little bit more compressed, but I'm gonna tease it aside to say they piloted something that had a win-win right. They had an opportunity to engage people in the conversation around the financial scenario so that they could, in fact, 122 00:30:53.800 --> 00:31:18.030 Peggy Hoffman: determine what are the metrics are? Gonna make sense you. You roll these things out and you begin to see as Asa did, we're gonna try this. It's gonna work. Under these circumstances. Circumstance change? What's gonna be the next thing listening and and and and bringing in the feedback and then making the change. The interrupt change. Really, I think. Does help 123 00:31:18.030 --> 00:31:31.850 Peggy Hoffman: really does help the chapter leaders along the process? It doesn't. It's not everything, mind you, I know that when I talked with a Martha and Mgma mentioned. They have one other change that they're really working on, which is a conference model. 124 00:31:32.090 --> 00:31:50.800 Peggy Hoffman: And I think, you know, one of the things that this kind of goes with this, and I might put words in in in Martha's mouth here a little bit. But I they did change, change, change, change, change, change. And one of the things that that she's thinking about now is when you have volunteers, and you're 125 00:31:50.800 --> 00:32:02.959 Peggy Hoffman: what is too much change, you know. How do we slow it down a little bit so kind of it kind of underscores the the the comment about iter of change. So excellent! Beautiful! 126 00:32:02.960 --> 00:32:19.480 Peggy Hoffman: yes, and so I'm just looking back a little bit, for you know, revamping member recoupment assets for chapter to use with insight and feedback from the chapters that they find helpful. You know, II think, that any any 127 00:32:19.600 --> 00:32:29.449 Peggy Hoffman: Renault that helps you. Streamlining, create efficiencies can actually open the door for a remodel where you're actually moving some walls. 128 00:32:29.470 --> 00:32:36.859 Peggy Hoffman: So from that iterative situation, think of what do I change to get people ready for me to go ahead and knock down a wall. 129 00:32:37.970 --> 00:33:00.090 Peggy Hoffman: Alrighty! And here we go with the third, the rebuild. Now this rebuild that model. I'm going to show you is it's still in progress, and I can speak to a number of others that are in progress. It's been a very exciting couple of years since the pandemic. Because associations are really starting to say. 130 00:33:00.650 --> 00:33:04.199 Peggy Hoffman: we gotta start from scratch because the fundamental why 131 00:33:04.310 --> 00:33:07.469 Peggy Hoffman: and the fundamental how has changed. 132 00:33:07.490 --> 00:33:27.240 Peggy Hoffman: So what do I mean by the how well, how we are connecting as a people has changed. We're much more used to webinars. We're getting better at using chat and polls and webinars. Right? We're getting better at finding the interactivity options right in in webinars and in zoom and in teams. 133 00:33:27.240 --> 00:33:37.739 Peggy Hoffman: So as we have accepted this, we can now weigh the time and the cost to get someplace against the fact that I can get something out of this. 134 00:33:37.740 --> 00:34:02.170 Peggy Hoffman: So the way we do it, we've continued, come on, guys, we know this. We've continued to be a digital now with Jack, chat, chat AI. Let's just say chat Gpt and the other ones. Our ability to do things to e iterate ideas, to to come up with new ways of doing things. To solve things in different ways and different configurations is immense. 135 00:34:02.230 --> 00:34:10.949 Peggy Hoffman: So the how right? But I think the other really important thing that we're not looking at is the why and the why, I believe, has changed. 136 00:34:11.580 --> 00:34:25.180 Peggy Hoffman: People don't necessarily need a geographic chapter to find their people to to get their education, to have their leadership journey start. 137 00:34:25.409 --> 00:34:32.709 Peggy Hoffman: The why is because we have something that has to be done that needs the local area to get it done. 138 00:34:33.030 --> 00:34:48.789 Peggy Hoffman: The y might still be legislative. The Y might be a community acceptance, though the the Y might be hands-on training, but that's different than saying we need chapters to be minis and so 139 00:34:48.880 --> 00:34:56.599 Peggy Hoffman: that gets us to this idea of can we do it differently if we recognize what it is we're trying to do differently. 140 00:34:57.030 --> 00:35:22.160 Peggy Hoffman: I had delightful conversation with Joanna. At Mhi. Work. And this is a change in progress. But what I really like about this example is that they started with, what do we really trying to do? And they said, What we're really trying to do is to take a look at what people need to get together for. And then 141 00:35:22.190 --> 00:35:25.950 Peggy Hoffman: how do we organize that getting together in a way 142 00:35:26.040 --> 00:35:44.330 Peggy Hoffman: that make sure it meets the members needs. So, in other words, the clarified purpose is that we understand that folks need to be able to get in the room together, to be able to take a look at specific issues that are here and now in this place, in this location. 143 00:35:44.980 --> 00:35:47.010 Peggy Hoffman: So 144 00:35:47.780 --> 00:35:50.720 Peggy Hoffman: the the point to this is that 145 00:35:51.180 --> 00:35:59.799 Peggy Hoffman: so let me go back and say that Mhi is the nation's largest material, handling logistics and supply Chain association and and work. Is the people right? 146 00:35:59.900 --> 00:36:14.510 Peggy Hoffman: So if we if I am in. If I'm if I'm working in a facility, I need to be able to go down and see the facility in my same town to learn a little bit more about the logistics and how I can handle it. 147 00:36:14.510 --> 00:36:33.260 Peggy Hoffman: Maybe a group of us have to get together to solve for something right in our own state or and the under the own region that we're working with. So they really needed to focus on the reasons why people had to get together, and what they said was, let's do this differently, our our. And and now I will tell you that 148 00:36:34.590 --> 00:36:40.029 Peggy Hoffman: During Covid these groups in particular, went dormant. 149 00:36:40.720 --> 00:36:49.049 Peggy Hoffman: When they were looking to sort of get them back together again, they folks were reluctant or not able to get together. 150 00:36:49.870 --> 00:37:04.230 Peggy Hoffman: in addition to which they, they began to find out that even the folks that wanted to get together did not have the time, and did not have the energy to do any of this. 151 00:37:04.770 --> 00:37:21.769 Peggy Hoffman: Meanwhile their merger or their acquisition by Mhi gave them an opportunity to begin to think about a different group of people that might come into their space and play in a positive way. So how do we? How do we connect them sort of altogether? And 152 00:37:22.390 --> 00:37:30.570 Peggy Hoffman: they begin to say, Well, if all we're going to do is put Band-aids on it, we're not going to get where we need to go. So 153 00:37:30.940 --> 00:37:59.320 Peggy Hoffman: the birth of the idea they birthed the idea of a chapter Leadership Council. So they had essentially 1210 regions. The Chapter Leadership Council will be, I'm gonna put an air quote the chapter, the Mega Chapter Board, right that will oversee the regions with the intention of finding at least one person in each region who will be kind of the go to person to help plan facility tours, and networking events. 154 00:37:59.600 --> 00:38:22.400 Peggy Hoffman: So in essence, what they did was, instead of having 10 boards which were never fully seated and have no energy. You pull 10. You pull folks together about 10 or so, get them together in the room and say what needs to happen at local scenarios, and you've got enough diversity around the board to know what each region needs. Then you get a connection back. 155 00:38:22.400 --> 00:38:44.779 Peggy Hoffman: not another board, not another committee, but a connection back. And you say, let's see, we wanna get some plant or gonna get this. What do you think? Who do you know. Do some networking. Now you're just doing this really good old fashioned networking. I know a guy that knows a woman who knows a guy that knows a woman kind of thing, and you begin to put it together. Now, what makes this model, I think particularly beautiful is. 156 00:38:45.060 --> 00:38:54.529 Peggy Hoffman: we have a national programming committee supported by national staff right, that is already planning their big conference and putting all of this together. Right? 157 00:38:54.900 --> 00:39:05.500 Peggy Hoffman: So what we need to do is let them guide or lead, or own the educational conversation? Right? 158 00:39:05.590 --> 00:39:31.229 Peggy Hoffman: They're they're already involved in saying, what is the profession and the trade need where do we get the best of the best content to present it, and when is content best presented in a session versus a webinar versus a conversation, and so the conversation around the content lives in a committee whose whole focus is having that committee 159 00:39:31.280 --> 00:39:36.610 Peggy Hoffman: whose whole focus excuse me, is on the education for the profession. 160 00:39:36.980 --> 00:39:37.850 Peggy Hoffman: So 161 00:39:38.010 --> 00:40:04.150 Peggy Hoffman: ostensibly. What this group will do is help the individual regions identify where there is content opportunities. So they're doing it. They're doing it in stages. So this year. For example, they get so many responses to the call for session proposals for the National Conference that happens in June. So they're gonna take a combination of the ones. So as the committee is looking at, they're gonna say, well, this would be a great regional topic. 162 00:40:04.150 --> 00:40:13.300 Peggy Hoffman: and they're going to now. They have more spaces to spend these incredible proposals combined with. I'll take the sessions with the 3 highest ratings on a road show. 163 00:40:13.370 --> 00:40:36.320 Peggy Hoffman: So essentially, you have national, really supporting the education, assuring, keep in mind, assuring a good experience across it. Right now they're leaving lots of options open. So let's just say a region really starts rocking and rolling, and they wanna work on their own. They wanna have maybe a couple of folks doing it fine. 164 00:40:36.320 --> 00:40:59.360 Peggy Hoffman: They're they're willing to go ahead and and and do that. So they're in the beginning of this. They fortunately have an association with the mindset of this is an investment. So they are investing in they're investing some budget into. Get this going. They're really looking at the possibility of building out some additional staff support. All of that is to come. 165 00:40:59.400 --> 00:41:10.480 Peggy Hoffman: But what I really thought was cool was it gave another pathway for engagement, another pathway for volunteering that really grabs people 166 00:41:10.580 --> 00:41:21.389 Peggy Hoffman: in those small jobs right? Because in essence the council is a council, and that's a term position. But everything else underneath it is going to be an ad hoc or 167 00:41:21.530 --> 00:41:26.270 Peggy Hoffman: or a micro role. So you can find test. 168 00:41:26.360 --> 00:41:37.210 Peggy Hoffman: Some pretty cool people in the field. That might very well become some of the best national leaders later. So the new pathways for engagement and volunteering is pretty exciting. 169 00:41:37.660 --> 00:41:47.910 Peggy Hoffman: They've done a couple of other things. Go to their website. They're building this out. Joanne, who could not be here with the strength going to be. It would would be happy to talk with folks as they roll it out, 170 00:41:47.990 --> 00:42:16.880 Peggy Hoffman: and and II think it's an exciting one for us to watch. I see Monica has said, you have a council under the board with 13 regions and 13 regional directors, and selecting the right region is very important. I can understand that and yo, and and we are in a safe space. I can't tell you how many times that phrase said in one way or the other at the end of that chat is also true, and I see, Mary said, but true. 171 00:42:17.310 --> 00:42:46.249 Peggy Hoffman: yes, and I'm going to say that if you look at the Asae latest research that just came out the beginning of the year on on a holistic volunteer systems. You're going to see that we talk a lot about the right person in the right job. And we really have to create a scenario where we have account. Where we have the right competencies listed, we have the right expectation stated, and then we have the right training to support. 172 00:42:47.600 --> 00:43:05.469 Peggy Hoffman: So we've shared a couple of of examples here. We have 2 links to white papers. We're gonna share with you their their white papers that are a little bit older. Now that we have done, we're doing some work on it. We have a special announcement at the end about that work. 173 00:43:05.640 --> 00:43:25.540 Peggy Hoffman: But essentially, you will see additional models in those examples from diabetes, educators. There's one from Idx, a cpx, A and a couple of others, and so take a look at those are, are any of these things? Perfect for you? 174 00:43:25.960 --> 00:43:43.789 Peggy Hoffman: Who knows? Are any of them perfect? Even if you do it. No, I am a great believer that when you launch something like this you are going to at the moment you launch it. Say, when are we reviewing it? And when are we gonna shift it again? Because at the end of the day no model that is gonna work forever. 175 00:43:44.040 --> 00:43:58.030 Peggy Hoffman: Anyway. But that gets us to the question of how do you even navigate this process? Lots of questions that we got on the survey were really about 2 things, the process and where we bring stakeholders in. 176 00:43:58.140 --> 00:44:11.159 Peggy Hoffman: So I'm going to suggest to you that I might have a slightly different perspective on how to do this. I always believe that we identify with the why do we even have member communities? 177 00:44:12.600 --> 00:44:28.670 Peggy Hoffman: And what's the impact we expect from them in measurable terms. You have to start with the why and the how, we'll know it's going to be successful. Otherwise all we're doing is trying to make someone happier who isn't happy right now 178 00:44:29.850 --> 00:44:38.699 Peggy Hoffman: and then. I think we have to do a full assessment of the program against the Why not against yesterday's why, but against today's why. 179 00:44:38.700 --> 00:45:00.499 Peggy Hoffman: And in order to do this, I'm gonna suggest that you have to gather the voices I am not a proponent of. Let's bring together a task force with a blank sheet and and ask them to design something. I'd rather you bring in a bunch of different little focus groups and have a conversation with different people and gain their understanding of what? Of what's working and what's not working, and then tap your data. 180 00:45:00.500 --> 00:45:11.890 Peggy Hoffman: tap your data. One of the things that that Iran is doing, and they're doing an amazing chapter rebuild which is going to be fabulous. 181 00:45:11.890 --> 00:45:41.689 Peggy Hoffman: But that they're they're they're taking their steps very, very calmly and quietly. And they're doing a major a date of mining which is going to be fabulous and supporting some of their decisions they haven't paid. They haven't built the whole system. But they did define the why and the impact that they needed. That was their first step. And then I want you to go deeper. I want you to use the reflection questions. We've got some good reflections at the end of this. We're gonna skip this slide deck out to you, 182 00:45:41.950 --> 00:45:49.360 Peggy Hoffman: and then make the business case before you design. Before you do anything else. Make the business case. 183 00:45:49.460 --> 00:46:09.209 Peggy Hoffman: and I want you to do this, because any of these changes require investment, and any of these changes require the board to be thinking about what's the balance of this? And so we, as crps and and people who are supporting the change process have to make that business case. 184 00:46:09.660 --> 00:46:25.230 Peggy Hoffman: When you make the business case, the other pieces can fall in line. Then charge a design team. There's no see, there's no one way to do the design team, but it's a team. Now that has the business play past the business case 185 00:46:25.450 --> 00:46:28.739 Peggy Hoffman: for having a member, the member communities. 186 00:46:28.880 --> 00:46:54.899 Peggy Hoffman: and you understand what they view as the it will be the positive impact. And now you can design based on what you need to get out of it right and then test the concept. I love the fact that mg, mgma did a pilot test I've had a number of folks when they get started. They build alongside talking to someone couple of weeks ago, and the idea. Here, let's just build something alongside. See how it works 187 00:46:55.170 --> 00:47:09.590 Peggy Hoffman: someone asked, do you just rip the bandaid off while I work with 2 organizations, and I believe I've had think I saw one person already on here, so I think, could weigh in on this. The Rip. The Bandaid off is in some ways 188 00:47:09.710 --> 00:47:35.990 Peggy Hoffman: better, because you just rip it off, and then you're solving. Then then then you're just dealing with what's there, but it's it it it can do a lot more damage. So you have to determine. At one group we rip the Band-aid off, and it turned out to be the best thing possible, because we were able to roll everybody within 12 months into a new model. But the other organization I would say that probably was part of some of the struggles. 189 00:47:36.040 --> 00:47:41.060 Peggy Hoffman: So. But when you test and you pilot, people see success. 190 00:47:41.070 --> 00:47:55.640 Peggy Hoffman: and only then don't get into the end. Don't get into trying to suggest what the implementation is gonna be like until don't put, you know you, you you create concern and expectations. 191 00:47:55.770 --> 00:47:56.820 Peggy Hoffman: test it 192 00:47:56.880 --> 00:48:05.740 Peggy Hoffman: dialogue and in pilot and then say, Okay, this is where we are. This is how we're going to roll it out, and then you take the first step. But 193 00:48:06.050 --> 00:48:20.720 Peggy Hoffman: notice how I'm saying the first step you're navigating the waters, and the waters are going to get rough, and they're going to get smoother, and they're going to be endless, and they're going to be. It's a wonderful journey, but it is a forever journey in in all the most positive ways. 194 00:48:24.960 --> 00:48:31.539 Peggy Hoffman: Yes, Monica, I'm going to just high 5, you on that or or and yes, and to that comment. 195 00:48:31.690 --> 00:48:48.609 Peggy Hoffman: alright, the last question. And we've got just I want to go through a couple of thoughts on engaging the stakeholders, and then see if there's any questions for you. So please start getting the questions ready in chat. However, you want to share them with us. 196 00:48:48.950 --> 00:48:57.909 Peggy Hoffman: But so many people said, how do we? How do we bring the stakeholders in? And actually, some of the some of the comments were more like 197 00:48:59.360 --> 00:49:13.970 Peggy Hoffman: How do I ensure changes supported at the top and and the grassroots? How do I communicate, socialize, and get buy in for the charge. How do I ensure chapters are sustainable? How do I get buy in? How do I overcome apathy? How do I? 198 00:49:14.260 --> 00:49:16.130 Peggy Hoffman: Okay, 199 00:49:16.280 --> 00:49:21.640 Peggy Hoffman: this is going to be so organizational organ. So hmm. 200 00:49:21.670 --> 00:49:33.189 Peggy Hoffman: individual to the organization is what I'm trying to say. However. I think the best thing that you can do is start off this question of who will be affected, and how? 201 00:49:33.560 --> 00:49:38.850 Peggy Hoffman: And then, based on each of those groups. how can they best support the process? 202 00:49:39.460 --> 00:49:49.059 Peggy Hoffman: This takes time to answer these questions, but if you answer these questions correctly, you will get the stakeholders engaged in a process 203 00:49:49.570 --> 00:50:00.709 Peggy Hoffman: the most effectively, effectively as you can. You do not want a design team, for example, of a lot of people who have been around the chapters forever and have a lot to say 204 00:50:01.210 --> 00:50:07.339 Peggy Hoffman: right? The design team is the team that likes to take things apart 205 00:50:07.370 --> 00:50:10.100 Peggy Hoffman: and reconfigure them right? 206 00:50:10.290 --> 00:50:16.650 Peggy Hoffman: The people that are gonna ask that that they're gonna be involved in, how you roll it out 207 00:50:17.230 --> 00:50:32.639 Peggy Hoffman: are going to be a combination of the the people who are your fans right? The people who care care about the organization put the organization first, as well as some of those who need to be helped along to see it, because then they can speak most authentically. 208 00:50:33.270 --> 00:50:52.570 Peggy Hoffman: Right? There's different roles for different folks and trying to do it all in a task force isn't gonna work. So start with, who's going to be affected, and how now this step is very powerful, too, because chapter leaders think that they're the only ones going to be affected, and they're gonna be the most damaged. 209 00:50:52.600 --> 00:50:58.939 Peggy Hoffman: We sometimes forget about the members who don't care about chapters. As an example, we sometimes 210 00:50:59.170 --> 00:51:21.859 Peggy Hoffman: forget about the employers of folks who have to make a decision should somebody join the chapter? So who's going to be affected, and how and then how they support it? A couple of web places to engage is to have a group that that. And you can do this in focus groups. You could do this in a quick little survey. You can do this in a one-on-one interviews. But ide what's necessary 211 00:51:21.970 --> 00:51:31.829 Peggy Hoffman: or preferred what were the necessary or preferred requirements for the new system. So this is where you talk to people about how they're doing something and how they would like to do it. 212 00:51:31.840 --> 00:51:58.479 Peggy Hoffman: This is where people say, what's not getting done that really ought to be getting done. This is where you ask questions. Of what are we asking you to do? That doesn't make sense anymore. Right, and this can be in a broad stroke. Bring lots of voices into it. I find sometimes that, and starting with a starting with a couple of one-on-one interviews into a survey product into some focus groups is a great way of doing this. But you can do one of those steps and get that in there. Right 213 00:51:59.090 --> 00:52:21.450 Peggy Hoffman: then. You want to say, get together group people saying that. Okay, let's just do you know, keep these your blue sky people right? How should it be designed? What could we do? Oh, my gosh, this is a group! This is gonna be like a think Tank. They don't have to have a long 6 months they won't be able to. There's a unique set of group of people who can come in and say, What ifs right. 214 00:52:21.870 --> 00:52:28.399 Peggy Hoffman: then how should it be rolled out and integrated? This is where you get in a couple of folks. If you've got staff 215 00:52:28.520 --> 00:52:53.339 Peggy Hoffman: at the chapter level, this is where you bring them. That's where you bring them in. This is where you go across your silos, in your organization and people that are going to be impacted on it. The foundation that gets money from the folks, the education people that are trying to to to synchronize some of some of the education, the customer service people. This is where you bring in all these other voices who have 216 00:52:53.380 --> 00:53:16.229 Peggy Hoffman: have to, who are currently implementing what is being implemented and will be tasked with doing it to ask them for their thoughts. Right? Another one is that you? Then you identify a group that says, Okay, what kind of training. Do you need? What kind of communications do you need? Just a different group of people who are gonna give you the sense of well, I don't know how to do this. I would like to know how to do this. 217 00:53:16.480 --> 00:53:37.990 Peggy Hoffman: What did you? What did? What would? What do you not know how to do that you wish we had been trained on? And how do you like to be trained? These are the people that also will beta test your training in your communications right? Maybe there's the folks where you just put them on. And I love this one of the groups right before Covid was doing a big change process, and they put up a whole website 218 00:53:38.270 --> 00:53:39.739 Peggy Hoffman: that was tracking 219 00:53:40.060 --> 00:54:07.689 Peggy Hoffman: all the steps of the change. And they had the on almost every place they had a tell us what you think. Tell us what you think. And they were collecting what people thought, and then summarizing and giving it back again. So maybe it's just simply that you have a place where you have this open and ongoing dialogue. And finally, you do need the folks that are going to id the potential obstacles and risks. 220 00:54:07.730 --> 00:54:32.239 Peggy Hoffman: so this is where you might bring for example, folks this, we might bring a corporate lawyer in right. Hmm! Take a look at this. What do you think? Or your your cpa, these these are people you come in. You ask them to take a look at these diff different things like this. But this is also where you get people who have been through change before to look at this and say, How is this going to play? What are we gonna run into? 221 00:54:32.540 --> 00:54:35.230 Peggy Hoffman: So I'm suggesting to you 222 00:54:35.390 --> 00:54:45.800 Peggy Hoffman: that you want to engage stakeholders, but you want to engage them at different parts of the process in different ways, as opposed to 223 00:54:45.950 --> 00:54:52.939 Peggy Hoffman: letting the board put together a task force and give them 3 months to come up with a with a new plan. 224 00:54:53.200 --> 00:54:56.480 Peggy Hoffman: So don't handicap yourself that way. Okay. 225 00:54:56.670 --> 00:54:58.979 Peggy Hoffman: bring the people at the right time. 226 00:54:59.480 --> 00:55:08.979 Peggy Hoffman: Peter also always reminds clients when we're getting ready to work with them, he says, oh, I see we're almost I did. I was going to stop for questions. And 227 00:55:08.980 --> 00:55:33.289 Peggy Hoffman: one last thing, and I'll see what questions we got here. Peter always says, remember, most task forces do better when they have something to throw darts at not when they have a blank piece of paper. So I wanted to show to you that we will go ahead and we have these questions. We're not going to go through them. I hadn't intended to, but you will have them in the program. So a couple of minutes here. Was there any other questions that folks had? 228 00:55:33.720 --> 00:55:37.150 Peggy Hoffman: We've gone through a lot of ideas here? 229 00:55:40.260 --> 00:55:42.299 Peggy Hoffman: Oh, Kelsey! 230 00:55:42.480 --> 00:56:01.280 Peggy Hoffman: I wish I could say that I had. Let's see if anybody else in the group has done that. I know that there have been groups that have said we do not need them, but that was not a decision that was ever made public, because, chapters are sometimes viewed as the third rail. So 231 00:56:01.350 --> 00:56:24.740 Peggy Hoffman: I have seen organizations decide that they would keep their chapters after they go through a whole process, they'll just let them continue to be affiliates as opposed to bringing them closer in and and in that case they oftentimes will just say, if you're going to use our brand, we'll have a we'll have a brand agreement. And so they try to stay arm's length from them. 232 00:56:25.480 --> 00:56:32.450 Peggy Hoffman: Anyone else got it? Have an example but that I'm sure that there is an example, in the field somewhere about someone who has determined they were not needed. 233 00:56:37.520 --> 00:56:39.610 Peggy Hoffman: Okay, couple of things. 234 00:56:40.010 --> 00:56:58.890 Peggy Hoffman: Alright excellent. So a couple of things for you. Other questions. Please. Put them in your post survey. We'll get to you. We'll get to them. We've got lots of really important things to for us to share the white papers. We'll give them to you but 2. Quick, quick! Quick! Quick! Quick! Quick! Quick! Quick! Quick! Quick announcements! 235 00:56:58.890 --> 00:57:08.379 Peggy Hoffman: We are putting together a new options work group forming in late October. Please send me an email. If you want to be in that task group, it's going to be about a 3 month commitment. 236 00:57:08.380 --> 00:57:33.069 Peggy Hoffman: We're gonna take all of this information and more. And we're gonna create a white paper to really bring all this together. And we are also forming a peer to peer change in progress study group, which is going to probably be a 6 month commitment. It's gonna be just a networking group. If you are in the midst of change, you will be invited to be this group, and it's gonna be peer to peer, support, to work through in a safe environment. Some of the more difficult questions you come up to. 237 00:57:33.070 --> 00:57:52.839 Peggy Hoffman: So 2 work groups coming up. And finally, finally, if you're in the DC. Area, October 1011 and 12 are dates for your calendar. The chapter round Tables are back, thanks to Bill Highway. We'll see you in Reston, Washington, DC. Or Alexandria and 238 00:57:52.980 --> 00:58:02.980 Peggy Hoffman: Wow. Communications. It's our October eighteenth. But wait, wait, wait! Beth Z. Joins us. November eighth, Beth. Z. Joins us. November eighth. 239 00:58:03.010 --> 00:58:14.519 Peggy Hoffman: We've had a great conversation. I feel like we left so much on, said Thank you for joining us today on behalf of the highway and mariner. We love 240 00:58:14.690 --> 00:58:25.990 Peggy Hoffman: talking with you all, and then bringing with back to you all everything that we have heard and found, hoping all is good on your end. Folks, please please stay in touch 241 00:58:26.220 --> 00:58:30.109 Peggy Hoffman: and thank you. Big. Thank you. On the part of Bill Highway and Mariner.