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5) What are the three most important<br />
goals as area director?<br />
Please include a brief discussion of<br />
how you propose to achieve them.<br />
Bill Burkard:<br />
USPSA has to re-connect with<br />
the members. There is a pervasive feeling<br />
among the members that USPSA<br />
management works in a vacuum, ignoring<br />
the needs and wants of the regular<br />
member. The majority of the perception<br />
and reality is communications.<br />
USPSA has the opportunity to reconstitute<br />
the organization by establishing<br />
a regular communication flow from<br />
the USPSA president to the BOD to the<br />
AD to the SC to the club president to<br />
the membership. A review of bylaws<br />
and policies may need to be made to remove<br />
barriers that inhibit timely, twoway<br />
flowing information.<br />
Second, USPSA needs to get back<br />
on track with a growing membership.<br />
Our organization needs some professional<br />
marketing help. If we want to<br />
grow, we need help with identifying<br />
sources of new members and develop-<br />
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ing a strategy to get the message out. In<br />
addition, a marketing effort can help<br />
USPSA make decisions that will keep<br />
these new members as well as our existing<br />
base. Marketing dollars, appropriately<br />
spent, can return many times<br />
the investment.<br />
Third, USPSA has an opportunity<br />
to lead the pack in developing alliances<br />
with other shooting organizations. It is<br />
long past the time for gun enthusiast to<br />
recognize that we have a lot more in<br />
common than in differences. We don't<br />
have to lose our identity to form alliances<br />
that benefits multiple groups.<br />
Bruce Gary:<br />
#1 - define the priorities. A couple<br />
ot years ago I wrote a document that<br />
ended up being adopted as the USPSA<br />
"mission statement." My intent in<br />
writing it was to give the board a short<br />
list of priorities they could use to keep<br />
themselves on track. I find it very useful<br />
to have a clearly defined goal written<br />
down so I can use it to tell if I am<br />
malcing good decisions.<br />
When our priorities are well-de-<br />
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fined, it is easy to make good decisions<br />
that fit together into an overall strategy<br />
and allow planning and consistency.<br />
When priorities are not clear, it is easy<br />
to make bad decisions that conflict<br />
with each other, and create more problems<br />
than they solve. My first goal as<br />
an area director would be to work with<br />
the board to identify the critical priorities<br />
- those things that USPSA must do<br />
in order to survive, grow, and serve our<br />
members. I would use my experience<br />
in identifying core issues and defining<br />
strategies to help the board make quality<br />
decisions.<br />
#2 - improve the process. Once we<br />
know what we need to do, we need to<br />
be effective in doing it. In the business<br />
world, my performance doesn't get<br />
rated on how good my strategies are. I<br />
get rated on whether projects succeed<br />
and deliver the desired results. If my<br />
strategy looks great on paper but doesn't<br />
deliver results, I've failed.<br />
So, we review decisions with our<br />
clients to make sure we're giving them<br />
what they need. We do cost and risk<br />
analysis to figure out where the problems<br />
are going to be before they happen.<br />
We bring in industry experts and<br />
other consultants to ensure we aren't<br />
creating new problems for ourselves.<br />
In other words, we have a process that<br />
helps us succeed. My second goal as an<br />
area director would be to work with<br />
the board to build a "make sense"<br />
process for executing decisions, to<br />
make sure that our actions deliver real<br />
benefits to the members.<br />
#3 - work like a team. The USPSA<br />
board represents dozens of different<br />
sections, hundreds of clubs, and thousands<br />
of members, and we are probably<br />
not going to agree on everything,<br />
but we can commit to communicating<br />
on a higher level, working to reach<br />
consensus on the issues that matter,<br />
and agreeing to put small differences<br />
aside for the sake of the greater good.<br />
In other words, we can work like a<br />
team.<br />
I have a great deal of experience in<br />
getting diverse groups of people to<br />
work together as a team. I do it every<br />
day at work. I have formed and led<br />
very successful teams in other sports,<br />
and I had the honor of writing the sec-<br />
14 FRONT SIGHT • <strong>Jul</strong>y/<strong>Aug</strong>ust 2000
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