1. Creating a Vision for Fire Fighters to Embrace Leadership and Best Practices

3. Actions SPEAK Louder than Words “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” -John Quincy Adams

4. Time Concerns Breaking Concerns How do I add/expand membership development into my day?

5. The Rule of Finite Resources Three basic resources to accomplish goals – time, money and people Every decision to do something is a decision not to do something. Make choices that make the largest impact with the fewest resources.

6. Defining Goals and Objectives Key

7. Leadership Models

8. Laissez-Faire Passive Delays decisions Little or no feedback Little effort to solve problems Not effective in democratic organization

9. Transactional Traditional approach Motivates with rewards & punishments Communicates to address needs Works to solve problems

10. Transformational Communicates bigger goals Persuades bigger goals to outweigh self Changes culture Instills new values

12. What’s your leadership style?

13. Apathy Pointless Powerless

14. How can we activate and motivate members?

15. Start from the Start

16. Impressions of your Local Start on Day 1

18. Do new employees/members receive a quality introduction to their union? Do we recruit (transact)? Or, do we organize (transform)?

19. Incorporate Member Activity Around Issues and Services

20. Communicate a clear, concise and relevant message Not what you want to say, but what they need to hear

21. 24/7 Communications World

22. Members Have A LOT of Channels

23. What is the best form of communication and education?

24. How regularly do we touch members/potential members this way?

25. You Have to Go After Members/Potential Members They Won’t Come to You

26. What should your local look like?

27. Proactive

28. Focused Objectives with a Vision for the Future

29. Member Centered Member Driven

30. Workplace Issue Focus

31. Motivational

32. Inspiring

33. Highly Visible

34. Always Engaging

35. Transparent

36. Overly Democratic

37. Highly Involved

38. Ongoing Event Activity

39. Can Mobilize in a Flash

40. Has Specific Requests

41. Membership Assessment

42. Active Regularly participates in union actions and is a member

43. Supporter Existing or new member who does not participate in union actions or has not yet been assessed with respect to participation

44. Persuadable May be interested in some union issues, may orally support the union at times, may be skeptical about union motives or ability to deliver, may voice some anti-union sentiments

45. Anti-Union Strongly anti-union or opposed to joining the union. Will not participate in union actions

46. If Fire Fighters Don’t See Why Your Local is Important to Them, They Won’t Engage

47. It’s a lonely job if members see you as the union and themselves as customers!

48. Why do people join your Local?

49. The Union, The Membership

50. Letting Members Off the Hook

51. The Current Situation A considerable amount of work the union does is not visible. Most members don’t attend union meetings. The workplace is a breeding ground for rumors.

52. Stronger unions come from members who see themselves with a duty and obligation to stay informed and involved

53. Organizing vs Engagement

54. Selling vs Buying Products vs Aspiration Transactional vs Transformational

55. Servicing Model Membership Development Model

56. Servicing Model Trying to help people by solving problems for them

57. Organizing Model Involving members in solutions—results in a higher degree of organization and success

58. Selling unions have members Buying unions have activist

59. Rational Psychological

60. Benefits, Services Issues

61. Passive Active

62. Marketing, Sales Relationship, Experience

63. Talking, Selling Listening, connecting

64. Union is protection Union is power

65. Members join the union Members take a stand

66. Member Activist

67. Transactional Transformational

68. Strategic Planning is Imperative

69. Groups Activity Self Assessment What our your local’s attributes? What changes are needed? How to we engage? Provide examples

70. Working Plan

71. Mechanics Pull duty roster Highlight members in green Conduct pre-visit assessments of non- members Color code based on traffic lights colors; green=member, orange=non member, red=anti-union

73. Mechanics Focus on the orange personnel Map out a plan/schedule for systematic personal contact This is your visual membership map and it points down the road of increased union density

74. YOU HAVE TO GO AFTER THEM

75. BEFORE THE VISIT Understand/ agree on your metrics for assessments Pre-assess Know who is there THAT DAY Utilize existing members to "soften the target” Let the company officer know (if possible)

76. ITEMS TO BRING Donuts... Membership applications Local union literature Stickers/ t-shirts/ SWAG

77. AT THE FIREHOUSE This is their house Schedules change quickly- adapt Respect their time

78. BASICS OF ONE ON ONE Don't lie Listen If you don't know SAY I DON'T KNOW. Don't argue.

79. We're Not Salesman

80. It's Not Always a Presentation

81. For gains to be made this work has to be systematic and consistent.

82. Tie Concerns to the Local

83. The Big Idea

84. Assessments Keep detailed notes of each meeting for each non-member. What are their issues? Why are they not a member? What did they seem interested in that the union can have a positive impact on? Always follow up on things you say you'll follow up on.