2. Chapter Leadership The Leaky Bucket Theory Sean Baker Supply Chain Recruiter, Lock Search Group APICS Canadian District Team Past President APICS Calgary Chapter President, Calgary Transportation Club Past Vice Chair, Calgary Logistics Council Supply Chain Program Advisory Council, SAIT

3. THE CASE The situation that we need to address

4. The Leaky Bucket Theory

5. New talent is hard to find

6. Without talented leaders pioneering a new course with original ideas, many of our chapters may dry up just like those buckets.

7. The Current Model Just because we do it this way doesn’t mean its right

8. Common Structure of Current Boards  President  VP Professional Development  VP Membership  Treasurer  VP Programs  Administration  Secretary  Vice President  VP Education  Communications  Student Relations  VP Events  Director of Social Media

9. How do we staff these roles?  People volunteer at our AGM.  Your boss volunTELL’s you to do it  We meet people at chapter events  Students of certification courses step up  Board members promoted or forced to fill vacant seats

11. A common theme starts to appear  APICS Chapters are often lead by APICS types of people  Long Term Members of the Association  Often part of the (core group) that stays involved  Employed in Supply Chain or Operations roles  Often having served multiple terms on our boards

12. Which leads me to a very interesting question on your thought process.

13. Would you ever consider letting an auto mechanic perform a root canal on you?

14. Then why would you let a Master Scheduler manage your chapters finances?

15. Some of the people in these positions President Day job: Logistics & Supply Chain Professional VP Marketing Day job: Quality & Materials Management Director of Communications Day job: MRO Purchasing Treasurer Day job: Materials & Logistics Manager

16. The Shift Time to change our view

17. “Industry Experience Required” Is a Mindset We Need To Get Out Of  “Every time you allow your organization to throw up a talent filter, you are saying that you are not innovative and that you simply do not want new ideas.”  “In a lot of cases, hiring managers tend to feel that the only ones that can do their business is someone who has already been in their business.”  “Successful firms are rethinking their approach to talent by reimagining their positions.” Sept 23, 2013 Published by Ron Thomas on the TLNT Website

18. What if we took a different approach to the content and method of building APICS boards?

19. Money Ball – Breaking Biases of Content  William Lamar (Billy) Beane, believed player selection criteria in professional baseball was subjective and often flawed  He believed that the use of an analytical, evidence based, sabermetric approach to player selection could generate a better team  The foundation of this idea was to simplify the end goal by understanding the actions needed and selecting individuals most capable of performing the tasks

20. Westjet – Reinventing the selection process and criteria

21. Heineken figured out how to select talent purely based on the skills and ability needed to be successful in the job.  https://www.youtube.com/watch?v=a9JLJ4cm3W8 https://www.youtube.com/watch?v=a9JLJ4cm3W8

22. The Opportunity How we can think differently about APICS board structure

23. Why Are People On Boards?  Here are some reasons why a number of successful dedicated board members from various clubs and associations across Canada volunteer on boards:  Provide community service  Long term networking  Keep up with industry  Fellowship  To have a voice  Carry on the cause / Give back to the group / I had to  I wanted to add volunteer experience to my resume  Need for networking to help me in my career  I have something to offer and want to contribute *40 individuals called or emailed from 20 different clubs, groups, and associations

24. A perfect story – Theatre Windsor  President: Mario Carnevale, Family & Real Estate Law  Treasurer: Lois Creamer, Accountability Book Keeping  What did they accomplish?  20% increase in revenue over 3 years  15% growth in membership  20% increase in the number of annual performances  Enough activity and revenue to lease their own space and operate their own 110 seat theatre  What did they know about acting?

25. Could People from Other Industries Have Better Relatable Skills to Fill These Roles?  President  VP Professional Development  VP Membership  Treasurer  VP Programs  Administration  Secretary  Vice President  VP Education  Communications  Student Relations  VP Events

26. The Market Who are they, where are they and how do we engage them.

27. What can we do at our chapters Step 1. Understand the real KSA’s (knowledge, skills, and ability) needed to be successful in the position you need to fill. Step 2. Determine what types of people may possess these KSA’s? Step 3. Do you know any? If not use your network. Expand your network. Use your network’s network. Step 4. Engage them in direct conversation to see if they have an interest in volunteering. Step 5. Be prepared to “sell” them on WIIFT, and how their knowledge, skills and ability can help you.

28. WARNING – THIS IS NOT FOOLPROOF It Doesn’t Always Work Out There are no crystal balls. Just like any decision some of the people you “recruit” for your team may not work out. But if you don’t attempt to engage new faces, you will never know. Suggestion, Ensure you have an exit strategy. Discuss “what if it doesn’t work?” early in process. Ensure your bylaws provide you with a means to remove the individual. In some cases, it may just be personality rather than skill set or experience that isn’t right. Maybe you can get a recommendation from the person that doesn’t work out.

29. “If you change the way you look at things, the things you look at will change.” -Wayne Dyer

30. Thank you