As a working single parent, I managed a family of four on a poverty-line income where every penny of the budget was carefully spent. As a entrepreneur, I managed client calls in a small-town taxi company to ensure appropriate timing. In managing the family business, I planned for tight Just-In-Time (JIT) intake and output to accurately accommodate client manufacturing requirements.
Beginning in 1996, I managed a family manufacturing business ($2M) including budgeting, inventory management, and client liaison. I subsequently managed my own business including promotion, customer service and problem solving. I spent several years handling customer inquiries in an inbound call center (there is no equal in learning patience). I later worked in both internal and external sales roles. This included working with clients find best possible solutions based on budget limitations, handling client relations delicately where needed, and often representing the company in out-of-office situations
Within the family business, I personally developed inventory intake, output and general monitoring procedures as well as those for business management, payroll, and ultimately digitizing a large part of the business's operations. I developed different procedures for similar purposes in my own business a few years later. As a district leader within Toastmasters in various roles, I have developed procedures both to clarify support roles and to streamline achievement tracking and other processes.
The biggest lesson I've learned is that in order for a process to be effective in the long-term, two key qualities are required: simplicity, and sustainability. The process must be simple enough to be easily understood, explained, and passed on by anyone involved. In addition, the process must be readily responsive to changes within its environment to allow it to be continued and adapted through these.
One of the greatest gifts I've received as a Toastmaster is the joy of leadership. I believe it's truly a privilege to serve Toastmasters members in a district leadership role and to be able to influence and enact decisions which actively benefit and support those members throughout the district.
I have been an active volunteer in my community for many years. Early efforts include raising funds for a school playground and serving on school board parent councils and with animal service organizations. At present, I serve as Secretary to the Board of Directors for Women’s Resources, a not-for-profit charitable organization in the city of Kawartha Lakes which provides services and supports to abused women and their children. In my spare time, I am on-call as a volunteer driver for a local cat rescue, transporting cats and kittens and related supplies.
I think the district mission "We build new clubs and support all clubs in achieving excellence." is written this way for a reason. Just as in a sales cycle, or even a human life cycle, clubs have a cycle. For some clubs, that's a long one, likely with some better seasons and some of struggle. For others, the cycle is a shorter one. The continued creation of newer clubs allows for this - a higher "birth" rate mitigates that of those clubs which fall off. New clubs, however, aren't the only priority - all clubs benefit from district support in achieving excellence by way of quality training, education, coaches, and more. In order to achieve these, a strong, diverse, and supportive team is needed at all levels of district leadership from the Area Directors to trio members.
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Achievement, Integrity, and Inclusivity, these are the founding principles of my campaign to become District 123's Director. Click below to see my vision of how this new district can provide opportunity for all members.
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