Archive for the ‘constituencies’ Category

Your Constituencies

Monday, September 3rd, 2012

Before you can effectively exercise your leadership skills, you must clearly recognize your various constituencies – those groups who depend on you and for whom you must provide leadership and service.  For many positions this is fairly clear cut; there are members, employees, and a boss.  However, for some positions there may be other groups who rely upon your exercise of leadership.

So for every leadership position, one must identify the constituencies served.  Once you have identified these, make a list of each constituency’s needs and how you and/or your team can best serve them.  In most cases you need to visit with constituents to hear directly from them what they need or expect from you.

With a clear understanding of their needs, you are in a far better position to determine priorities and execute your responsibilities.

The key to serving the needs of those you serve lies in ensuring that you build strong relationships with individuals.  How do you do this?  Begin by:

  • Treating everyone you meet with courtesy, respect, and good cheer.
  • Focusing on each person you deal with as if he or she were the most important person in the world.
  • Taking the time to get to know people; sharing your time and attention with them.
  • Learning about other people’s jobs and the challenges and the difficulties they face.
  • Keeping promises and following through on commitments.
  • Being principled, showing fairness, and demonstrating integrity.
  • Recognizing the ultimate value of people in all you do.

Relationships depend upon how you view yourself in relation to others.  If you see yourself as separate and apart from your constituencies, if you view others as the means to your ends, if your vision and goals lack a broader purpose than your own needs and ambitions, establishing meaningful relationships will be impossible.  On the other hand, when you see yourself as part of a team with a shared mission, then a sense of service will be an intrinsic part of your service team relationships.

Excerpted from Leadership on the Line: A Guide for Front Line Supervisors, Business Owners, and Emerging Leaders

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the club industry and its challenges. From time to time, we will feature guest bloggers — those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking club managers throughout the country and around the world.

Club Resources International – Management Resources for Clubs!

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The Hierarchy of Service

Monday, January 4th, 2010

While Service-Based Leadership stresses that the leader must serve the needs of his or her constituencies, not all constituent needs have equal weight or importance.

Owners or shareholders are usually the smallest constituent group in numbers, but their needs are paramount.  Why?  Because it is their capital that has been invested in the enterprise and their need for return on investment that permits the continuation of the business.  If it is not making a profit, if it cannot gain credit based on a potential for future profit, if it cannot meet its cash needs for payroll or to pay vendors, it will quickly go out of business and the needs of all other constituencies will become irrelevant.

Obviously, a return on investment is important.  Consider why an owner would want to earn 2% in a business when he could invest his money in a less risky investment and earn a better return.  While there may be other reasons for continuing to own a business—such as prestige; a sense of obligation to family, community, or employees; or the expectation of improved future performance—over the long haul owners will not be willing to risk their capital on a poor-performing venture.

Next in order of importance are the needs of customers.  Without sufficient customers  patronizing the business, it will not be profitable or viable.  If not viable, it will not last long-and all constituencies lose.

Ultimately, customers are attracted by price and the quality of products and services.  Taken together, quality and price create a sense of value—the value perceived by customers.  If enough customers perceive value, they will frequent the enterprise to spend their money and will make it successful.  If not, the business will ultimately fail.

This statement brings us to our third constituency—the employees.  They are the ones who execute the owners’ vision for quality of product and service.  They are the ones whose daily interaction with customers creates the value customers seek.  Properly led, valued, and supported, employees will enthusiastically commit to serving the business’ customers thereby fostering levels of business that enable it to thrive.

Organizational Models

org-chrt-traditional-41The basis for the traditional hierarchical organizational model is the military concept of “chain of command.”  In this model, management is represented as the sequence of authority in executing the will of the owners—and certainly management plays that essential role.  But in addition to not representing the importance of customers, it also places the employees at the bottom of the chain—thereby visually relegating them to the position of least consequence.

pyramid3-2The Service-Based Organizational model depicts the importance of satisfying customers, as well as the important role of employees.  The organization’s leaders are placed at the bottom, clearly emphasizing their role in serving the needs of all constituencies.

Excerpted from Leadership on the Line – The Workbook.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the club industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking club managers throughout the country and around the world.

Club Resources International – Management Resources for Clubs!

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