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An expectations doc will explain what is expected in each role as well as the qualifications to hold the position. You may also want to create an expectations document with this.
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What does the CEO do and what falls on the chair? What does the executive board handle and what does the full board do? Making sure everyone understands these differences can save a lot of frustration and misunderstanding. In this document, you want to specify the individual roles in your chamber. In order to reduce this confusion, it can be helpful to dig up (if you’re an existing chamber) or create (if you’re new or don’t already have one) a responsibilities statement or agreement.
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It often starts with confusion or a lack of boundaries over what a board chair or members should be doing versus what the chamber president or executive director is in charge of. But if the chamber is a mess, financially distressed or experiencing internal strife, it’s definitely time for a review of responsibilities. And that’s an easy assumption to make, especially if they were there before you. Many new chamber presidents and CEOs assume the board members know everything they need to know about being a board member. Many chambers of commerce share their strategic plan on their websites as the San Luis Obispo Chamber has done here.
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Learn more about how to create a strategic plan here. Create a plan/set an additional goal for member retention in the future.Assess what worked and what didn’t work.Run numbers on member retention before implementing the program so you can compare them post-implementation.Action step #3: Train ambassadors and create monthly goals for touchpoints (such as reach out to two members a day and log interaction into CMS).
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Wondering how to create a mission statement? Check out this post on what to consider when writing your chamber mission statement. If it doesn’t, you have a viable excuse for leaving the “opportunity” for someone else. With every proposed new undertaking, hold it up to your vision and mission and ask if it fits within what you are trying to accomplish. It sets a standard for the chamber of when to proceed or try something new. A vision and mission statement will help you weigh everything you do–or are thinking of doing– against your goals.
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Update the Chamber Vision and Mission Statementsīegin at the beginning. In this extensive article, we’ve put together many of the most common things you’ll need to do to bring your chamber up to speed and ensure it’s ready to be the voice of business. Either way, you need to know what to do first to get it straightened out or on the right track.
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Did you inherit a chamber that was a mess? Maybe you have a brand-new chamber.
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