Candidate's Office: Second Vice President
Region Number: 12
Toastmasters member since: 1995
Education: Diplomas in: Business Studies, Marketing, Sales, International Marketing, Sales Management
Employer and/or position: D & C Templeman Ltd – CEO and founder since 1987
Served as District Director of District number: 72
Term of service: 2016-2017
In term as District Director, District achieved: Not Distinguished
Toastmasters offices held and terms of service (international and regional level):
- 2018-2020 International Director
- 2017-2018 Pathways Guide
- 2016-2017 District Director
- 2015-2016 Program Quality Director
- 2014-2015 Lieutenant Governor Marketing
Toastmasters honors and recognition (international level):
- 2015-2016 Excellence in Education & Training
- 2014-2015 Excellence in Marketing
- 2004 International Speech Content Semi-finalist
Relevant work experience and how it relates to Toastmasters and your role as a Board Member:
As a Board member I will apply the experience I gained from my years of law practice and teaching law. As the founder and CEO of D & C Templeman Ltd (founded in 1987) I bring over 30 years of business experience. I understand every aspect of business from vision and strategy to governance and operations. My professional experiences have given me the opportunity to hone not only my business acumen but my leadership skills. My key transferable skills that I bring to the Board of Directors are: • Strong communication • Interpersonal communication • Motivational communications • Visionary thinking • Strategic Thinking • Strategic Planning • Budgetary Planning • Responsible Leadership.
What experience do you have in strategic planning?
I bring a great deal of successful business management experience and professional analytical skills to the TI Board. I have successfully owned and operated a horticultural business in New Zealand for over 30 years. As New Zealand (NZ) is a very remote country, it is vital that we stay both up-to-date and where possible ahead of the international trends. I am known as an industry leader in NZ, one who frequently initiates innovative cultivation methods and product trends. I am regarded among my peers as being one of the “go-to-people” for visionary thinking. I am proud of my achievements and the successful recognition NZ has achieved internationally from a horticultural perspective. I can bring a vision from an idea to a strategy, to successfully realising and implementing that vision. As an International Director, I had the privilege of working on our current Strategic Plan.
What experience do you have in the area of finance?
As a member of the Toastmasters Board, I reviewed, approved and provided oversight of the Toastmasters International budget and monthly financial reports. As previously mentioned, I operate a very successful Horticultural Company in New Zealand. As the owner and for many years the sole operator of this business, our success today is reflective of my finance management skills. During this time, like most countries around the globe, we have been through numerous recessions both nationally and internationally. My ability to manage financial matters has enabled us to weather the many fiscal storms including thriving during this time of the COVID Pandemic. I know that I can competently contribute to any fiscal discussions I am invited to participate in and lead.
What experience do you have in developing policies?
Policies are strategic thinking developed to a point that a board agrees on the actual outcome of the proposed strategies. Throughout my working life I have held many roles in which my skills in strategic analysis and policy development have been utilised. I have held senior roles within the New Zealand Institute of Management as a member the Sales and Marketing Strategic Development panel. As a member of the Toastmasters International Board, I had the opportunity to review, evaluate and make recommendations for revisions to currently policy to make them more relevant for the current and future needs of our members. Again, being part of the board during the COVID-19 pandemic meant we had to be nimble and creative in our policy development.
What lessons did you learn from previous leadership positions?
The list is too numerous to mention them all, however, the overarching lesson I have learnt is that when in a position of leadership, it is vital to see the potential in the people I am leading, and make accurate assessments of their skill levels. I generally use the 4 Quadrant Leadership assessment tool to do this, and to allocate tasks accordingly. I have also learnt that there is a vast difference between leadership and management. Although experienced in both, I find my real strengths lie in my innate instincts to lead by example mixed with assessment of those on the team. I have also learnt the value of empowerment. Seeing members of the team step up and make decisions and then go forward to lead their own teams - this inspires me and enhances my vision for Toastmasters.
What experience and key strengths would you bring to the Board of Directors?
Beyond my Transferable Skills listed in question 1, I will utilise all the abilities and experiences I have gained through my 30 plus years of business including: • How and when to make tough decisions • The essential need to plan everything. Essentially this involves my staff both in the planning and implementation. As the owner, I set the goals and monitor our achievements to make necessary changes to meet market and economic forecasts. • Staff management – ensuring that the tools to great communication are always kept in excellent working order. I find that having an open - door policy works best as it results in matters being brought up well before an issue can fester. • Skill development in conflict management. I can now even manage my 4 sons without there being too much fallout. I am asked by outside organisations to serve as an external moderator, where there is likely to be conflict in meetings.
Why do you want to serve as an International Officer/Director?
This organisation has something that no other organisation has – you; and as a Board we need to ensure that your member experience is worth every dollar you pay. A good club experience is not good enough; it needs to be incredible! I am inspired by our members and their aspirations for the future of our organisation. The members are at the heart of our organisation. As we enter a period of consolidation following the COVID-19 Pandemic, we need Board members with the entrepreneurial spirit who can see the opportunities within the challenges facing our organisation. This entrepreneurial spirit is at the heart of whom I am. This spirit is how I have grown my business, even in the midst of adversity.
In these challenging times, we need leaders who can empathise and understand the emotional impact of what the world is going through.
I would like to ensure that all members receive the same level of service around the world, that our training is world class, and that our leaders are taught leadership skills that others want to join Toastmasters to emulate.
During this period of growth we need customer-focused Board members to ensure that our current member’s needs are always met. I have the skills and desire to contribute to the health and growth of our great organization .
What volunteer experience do you have outside of Toastmasters?
I believe in volunteering in both my community and my professional life. I have volunteered and led at the: • Canterbury Working Dog Assn • South Island Collie Club • Sydenham Hockey club • New Zealand Institute of Management • National Speakers Assn • New Zealand Flower Growers Assn
Have you worked with other Boards of Directors outside of Toastmasters? If so, describe your experience.
I served on the New Zealand Institute of Management - Sales and Marketing Board. This organisation is New Zealand’s leading business management training and development institute. My role over several years was to work in an advisory capacity to the Sales and Marketing faculty. I, along with my fellow board members, were responsible for ensuring that the curriculum was updated and revised to ensure continuity with NZ and world trends in Marketing and Sales.
In your opinion, what are Toastmasters International’s major objectives and how would you work to achieve them?
I firmly believe that our major objective is to realise our vision of being “the first-choice provider of dynamic, high-value, experiential communication and leadership skills development”.
We will achieve this when: • We have membership satisfaction and retention from high quality club meetings • We need to concentrate on 'Club Excellence' (ensuring that the Brand promise is met), and 'Member Achievement' so ALL members see the value of membership in our organisation. (As a past Customer Service/Loyalty trainer, there are many options we could adopt to raise our retention percentages which I will be happy to share with the Board). • We enhance the infrastructure to provide support and guidance to our district leaders • We provide training and support for District leaders to better cope with conflict • All members globally receive the same level of service • We develop a leadership development programme in the core leadership aspects like conflict management, team motivation and empowerment, which is enhanced by training, evaluation tools and mentoring.
Additional information about candidate:
I am happily married to Celina, and between us we try and manage 4 teenage boys. My personal mission is to empower people to achieve things that they never believed they could. As leaders, we achieve when those around us surpass their own expectations.