Southern Style Leadership

Volunteer Spotlight: Alice Gordon

Key Volunteer Role: Conference Chair, 2012 Business Connections 

Background: Mobile, Alabama native, Alice Gordon, is an award-winning communications expert with extensive experience in corporate and crises communications with news outlets and at Alabama Power Company. For more than two years, Alice has served as a key leader on the company’s supply chain management team.

Don’t take her role lightly. Southern Company is an $17 billion company and spent more than 15% of its procurement dollars with minority and women-owned businesses in 2011. So far, a significant chunk of those dollars are spent between Alabama, Florida Pan Handle,  Georgia and Mississippi – Alice Gordon is squarely in the middle of it.

As a volunteer leader, Alice is involved with multiple civic and nonprofit organizations, including the SRMSDC (South Region Minority Supplier Development Council.)  She has agreed to share her perspective on service and leadership with us for The Relax Report. We encourage you to get to know Alice and her work at Alabama Power Company.

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Projects Unlimited, Inc (PUI): How has volunteer service made you a better leader?
Alice Gordon (AG):  Serving as a volunteer leader in other organizations has allowed me to exercise my skills that I have learned in our corporate structure here within Alabama Power. It is great.  I feel blessed to have the opportunity.  I must admit that we have access to some of the best leadership training available at Alabama Power.  Most of all of the nonprofit organizations I serve on are run efficiently but have small staff and require more creativity with limited resources. I use my skills to help them work through complex issues, address funding gaps and manage resources where needed.  I find this role exciting as it is challenging.

PUI: How is your engagement with other volunteer leaders and the staff of the organizations you serve?
AG: As I mentioned, this type of service can be challenging. Each day I strive to do my best to stay focused on organizational outcomes, improving processes and governance structures. These are fancy words, but what I am really saying is that we must run associations and nonprofits with more business savvy and accountability. My hope is that my  interactions with other volunteers and our staff would lead to more productivity, fulfillment with a splash of fun mixed in.  Fun aside, we also need to stay focused on making a measurable impact that can be counted in dollars,  people served and missions accomplished.  People that I serve with understand that I will be involved, engaged and vocal if needed to improve our overall impact and achieve goals.

PUI: Many of us hear the term “supplier diversity” and think of quota programs for minorities. How would you define supplier diversity and its importance to Alabama Power Company and the broader community?
AG:  Supplier diversity can be defined as the intentional inclusion and development of small and diverse businesses in the procurement process thereby finding the best product and services that are competitively priced with the best overall value. We feel that Supplier Diversity improves economic development opportunities for women, minorities and small businesses. I wake up each day with a relentless pursuit and question of how are we going to make a difference today for our company and improve the economic vitality of our suppliers and potential suppliers.  I use our Southern Company’s Southern Style approach of Total Commitment, Unquestionable Trust and Superior Performance as foundations in that pursuit.

At the same time, our company’s suppliers should represent the diversity of our customer base as much as possible. That means that my goal is not only to find the best products and services at the most competitive prices and best overall value, but I also want Alabama-based businesses, many of whom are minority, woman and/or veteran-owned, to do business with Alabama Power Company. After all, Alabama Power Company cannot deliver low cost reliable electricity and comfort without an exceptional base of suppliers – I’m proud to be a part of the team that helps deliver that value to the company and enhance business opportunities for the broader community since 1989.

PUI: What keys to success would you offer to new volunteer leaders seeking to make an impact in their communities?
AG:

My keys to success in volunteer leadership are:

1. Stay Relentlessly Focused: Keep your eyes on the goal – no matter what that goal is.
2. Stay Connected:  Early in your service role, identify people and organization that you want to get to know and set up casual “get to know you” meetings. Most people are very responsive to this sort of approach, especially if you can be clear about why you might find value in connecting with them.
3. Have Faith and Volunteer: Volunteer service can be taxing because you likely have a full-time and are juggling family commitments. Know that you have been delivered to the place you are for a reason and be bold in your resolve to succeed despite the odds. It really pays off down the road.

PUI: What will you do differently in your next volunteer leadership role?
AG:  In 2012, I have resolved to be even more intentional about where I put my time and energy. Specifically, my next role will be one that will allow me to deepen relationships with people that I can learn from and hopefully encourage along the way.  I want to be fully immersed in the three dimensions of relationship building with people in front of me, with me and behind me.

Are you a minority, woman or veteran with a business with the capacity to do work for Alabama Power Company? Click here to visit their supplier diversity program page. 

Leading with Style

Volunteer Spotlight: Ms. Melva Tate

Melva Tate, PHR, is a colorful human resource & career development professional based in Birmingham. She serves as the owner of Tate & Associates, LLC, and is also an activist, engaging speaker, serial entrepreneur, and networking “Diva” (she said it, not us!). What brought Melva to PUI was her work with the Birmingham Society for Human Resource Management (BSHRM). Melva believes in “building relationships where relationships matter” and she truly brings this mantra to life; living, working & serving by these words.

We are excited to share Melva and her insights as a volunteer leader. Melva gives an honest perspective (sometimes you just have to say “no”) on the topic of volunteer leadership with her Volunteer Spotlight interview.

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Projects Unlimited, Inc (PUI): What has been the most fulfilling part of your volunteer service?
Melva Tate (MT): Relationships hands down!!

I’ve developed some of the most rewarding relationships through my interaction with other volunteers. Several of these relationships have evolved from board member, to close associate, then to a deep friendship. Volunteer service has also provided diverse platforms for me to share my time, talents and treasures in areas where I’m truly passionate.

PUI: How essential has volunteer leadership been for your own professional development?
MT: Volunteer leadership has been hugely beneficial to my professional development. I’ve served in volunteer roles that were out of my “comfort zone” and gained valuable knowledge in areas that I may not have otherwise had the opportunity to experience.

Additionally, as a small business owner, volunteer service has opened several doors to help establish and grow my consulting firm and has unexpectedly been a huge return on my investment. Associate volunteers have served as my unofficial PR Team and will readily share my contact information with persons looking for a HR / career consultant. My willingness to “pay it forward” has reaped enormous benefits that I will never be able to repay. I’m forever grateful.

PUI: What advice would you give to someone that will be serving on their first board of directors in the next few months?
MT: I have four helpful tips to share with a newly tapped board member:

1. Have a full understanding of the organization’s mission.
2. Ask for, review and commit to a set of board expectations.  That’s the what, when, how and why.  What you’re asked to do should not be a surprise after you have said “I do”.
3. Talk to a former or current board member before your first meeting.  Personal insight beats anything written on paper.
4. Make sure the commitment will “fit” on your plate.  Be proactive vs. reactive in managing your volunteer time.  Otherwise your volunteer commitment will be a burden versus a blessing.

PUI: What will you do differently in your next volunteer leadership role?
MT: What next role? I’m done with volunteer leadership!! Just kidding!!! My ultimate career goal is to be a professional volunteer / board member. But seriously, I would follow the four tips shared above, especially having a very candid and open discussion with a former or current board member. I would also say “no” more often than “yes”. I encourage those who are asked to serve to feel empowered to say “no” if the timing or organization is not a fit. No may not mean never; just not right now. Remember – just say no!! (if that’s what you really feel).

PUI: Considering the current employment & economic landscape, how are you and your firm assisting those who are either looking for a job or for the perfect employee?
MT: My firm, Tate & Associates, is the parent company for two unique divisions: Strategic HR Partnerships and Strategic Career Advantage. We’re all about developing and connecting organizations with great talent and ensuring that talent has the skills and confidence to land and succeed in their job. This is especially critical with the state of our economy, and the long journey ahead to get those unemployed or under employed back to work. We make all areas of workforce work successfully for both corporations and individuals.

Enduring Optimism, part 2

Volunteer Spotlight: Gayle Lantz

PUI: Can you give us an example of a leader that you consider to be strong and effective? What is it about this individual that stands out to you?
GL: One of the most impressive leaders I coached was already extremely successful, but wanted to learn more and grow personally. He looked for ways to challenge his thinking and gain exposure to new ideas and perspectives. He modeled what he wanted his team to do. His focus was on growing people as much as growing the business. Service over ego.

PUI: How essential has volunteer leadership been for your own professional development?
GL: My volunteer leadership experience at Career Connections, and with other organizations, has always been mission driven. My strengths are visioning and strategic thinking. If I see a need I really care about and believe I can impact, I will take action – even if the vision isn’t entirely clear at that point. I like to start initiatives that can grow. So professional development has been more of a byproduct as opposed to a goal. But my volunteer leadership experience has been essential in helping me grow personally and professionally.

PUI: What advice would you give to someone looking to find a meaningful volunteer leadership position?
GL: Just start something. Don’t wait. If you feel strongly about a cause, need or mission, talk to other people with similar interests. Voice what you really care about. You can make an immediate impact. Adjust and grow from there. That’s what we did with Career Connections. The need for people to find work was critical. We could have taken days, weeks or months to plan an ideal approach, but we had immediate expertise and support to offer. So we said, “Let’s get started!” I wasn’t looking for a leadership role. I simply wanted to help. I think that’s the case with many volunteer leaders. The leadership role finds them. They take action because they feel compelled to make a positive impact. Progress beats perfection when you’re trying to make a difference.

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Gayle, thank you for taking the time to answer our questions and provide our readers with such valuable insight from a proven leader.

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When you think of a strong leader, who do you think of? Why?

Leave a comment and let us know.

Need to go back? Click for the first half of the interview.

Enduring Optimism, part 1

Volunteer Spotlight: Gayle Lantz

Gayle Lantz is a leadership consultant, executive coach, author, speaker and founder of WorkMatters, Inc.  She helps organizations and entrepreneurs get clear and focused so they can grow their business and themselves more quickly. She also helps individual leaders who want to take charge of their own career path doing work that matters and provides a lot of good insight & information on the WorkMattersBlog. Her services reach local, national and global markets. As a volunteer leader, she is co-founder of Career Connections.

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Projects Unlimited, Inc. (PUI): From your perspective, how can volunteer leaders truly affect positive change in a member-based organization?
Gayle Lantz (GL): By keeping a clear and compelling vision in view. It’s not about “pushing and pulling” people, but inspiring members to be a part of something important that makes a big difference. Engage members in conversations about what the organization is trying to accomplish. Let them know their voice is needed as you move in new directions. Stop trying to do so much yourself, or you’ll burn out.

PUI: Are there any unusual “off the beaten path” type qualities of effective leaders that you find to be particularly endearing and effective?
GL: One quality is enduring optimism. People always want to have a sense of hope. These leaders view challenges through a different lens – one of new possibilities.  They also constantly raise the bar, resisting status quo thinking. They expand their vision of what’s possible, and are on fire to make it happen. Instead of trying to go from A to B, they already see G or H down the path. They think bigger.

PUI: Have you noticed any trends in the roadblocks that are keeping individuals or organizations from reaching their full potential as leaders?
GL: Yes. The biggest roadblock is usually their own mindset. Some individuals and organizations hold themselves back based on fears, doubts — unwillingness to take risk, invest or make a mistake. Mindset matters as much as (and sometimes even more than) skills. Also, organizations can be too slow in their decision making – overcomplicating the process – so they miss opportunities to make a stronger impact more quickly.

Click for the second half of the interview.

UAB: All In Casino Royale & PUI

A testimony.

“The UAB Minority Health Research Center hired Projects Unlimited to assist its Young Professionals Board with our Third Annual All In Casino Royale event. The event was very successful and raised significant funds for the Minority Health Research Center’s Healthy Happy Kids Program.

Shortly after the event, we held a wrap-up meeting during which Projects Unlimited submitted a summary report to the board. It was very well-done.  One of the most important components of our work on this board is the compilation of accurate results and useful feedback.  If we do not quantify our success each year in dollars and details, we will not know what is working for us and what needs improvement.

Projects Unlimited’s comprehensive review of the All In Casino Royale project will be extremely helpful to the board and to the MHRC moving forward.  We’re thankful for all the work they put into our board and our event!  They were an invaluable part of our endeavor.”

Donald J. Watkins, Jr.
Past President
UAB Minority Healthy Research Center
Young Professionals Board

A Valuable Lesson from a True Leader, Part 2

PUI: What will you do differently in your next volunteer leadership role?
AT: I believe that most of us resort to what we are most comfortable with, and that is operations. I have enjoyed those roles such as keeping a budget or planning an annual event. So part of what will be most appealing to me next is not the operational part, but a more of a strategic role. I have enjoyed diversity and will work to have even greater diversity in the groups I volunteer in. A board I just went on is an organization based in Washington, D.C. and focuses on public policy, an area that I wanted to learn more about. It is always a balancing act to not get spread too thin, but I do want to think more about education and the technology and business ecosystem in our great City.

PUI: In a few sentences, please touch on the importance of your industry to the broader economy.
AT: Simply, in the pharmaceutical industry, we have the opportunity to work on products that allow people to live longer and healthy lives. Approximately 10% of the nation’s healthcare dollars are spent on prescription drugs. And it is among the best investment we can make. Beyond the immeasurable of healthy lives, the GAO (Government Accountability Office) estimates every $1 spent on prescription drugs saves $4-7 in overall health care with less need for expensive surgery and hospital time.

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Art, thank you for taking the time to provide such thoughtful and honest responses to our questions.

Readers, how would evaluate your own volunteer leadership experiences, both current and past?
How essential have these volunteer experiences been to your
professional development?

Leave a comment and let us know what you think.

Need to go back? Click for the first half of the interview.

A Valuable Lesson from a True Leader

Volunteer Spotlight: Dr. Art Tipton

Dr. Art Tipton is the Senior Vice President and General Manager, Pharmaceuticals at SurModics, Inc. He is an active volunteer leader in the Birmingham area. In his volunteer roles, he is the current chairman of the Biotechnology Association of Alabama, he sits on the Board of Directors for the Birmingham Venture Club and he is an executive committee member for TechBirmingham, to name just a few of his local activities.

Dr. Tipton has graciously agreed to participate in our very first e-mail interview, and we thank him so much for his time. His responses are great, and we are fired up to see where these interviews go.

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Projects Unlimited, Inc. (PUI): What has been the most fulfilling part of your volunteer service?
Art Tipton (AT): The words of the educator and philosopher John Dewey come to mind: “Education is not a preparation for life; education is life itself.” A most fulfilling part of volunteer service is the ongoing learning. It is a way to stretch yourself and to continue to have new experiences. Much of my board involvement has been with international groups, and that has been a great way to learn more about science, business and culture in other countries. I strongly believe that there are organizations that have been very important in my career, and volunteering is a necessary and fulfilling way to give back to those groups with a focus to make them just as crucial and vital for the next generation of members.

PUI: How essential has volunteer leadership been for your own professional development?
AT: Volunteer leadership has added a depth that would have been missing otherwise. Watching and participating in how groups make decisions has helped me lead similar discussions in my company. I have been quite active in groups that include academicians, and for me, with a corporate background and focus, it has been very valuable to understand better the motivations in academia.

PUI: What advice would you give to someone who will be serving on their first board of directors in the next few months?
AT: First, do some homework. Read the bylaws of the organization. Get the budget and financial records. Talk to the chair person or other board members to obtain a deeper understanding of key issues. If there is a strategic plan, get a copy and read it several times. If there is not a strategic plan, develop an understanding of why and maybe suggest that as a first task you volunteer to lead.

Plan to both listen and talk – be active at the meetings. I am a strong believer that boards need the right mix of continuity and new ideas. As a new board member one of your jobs is to bring those new ideas in a positive and creative way.

One piece of advice to avoid is the overuse of, “When I was on the XXX Board, we did…” – certainly bring those experiences and great ideas from other roles, but it is important to remember that each organization is unique.

Click for the second half of the interview.