Dear Editor,
Today I reviewed Dennis Taylor’s column where he questions the
process and procedures in determining the Gilroy Chamber of
Commerce’s decision making and attitude towards that end.
This article reminds me of several experiences and observations
I made while serving the chamber as president and CEO 10 years
ago.
Dear Editor,
Today I reviewed Dennis Taylor’s column where he questions the process and procedures in determining the Gilroy Chamber of Commerce’s decision making and attitude towards that end.
This article reminds me of several experiences and observations I made while serving the chamber as president and CEO 10 years ago. This position was the same as that of executive director, a position occupied by Susan Valenta.
A typical chamber board is filled by 12 to 15 board members, one third who are there in name only and non-participatory, one third who will go along with most proposals and not get into debates, and one third who influence and bring forth most of the action items and positions taken on issues by the board. It is this latter one third that always needs close scrutiny as their actions, good or bad, reflect on the chamber.
In my year as president and CEO, I observed many instances where improper procedure and inappropriate process was ram-rodded through by this latter one third. Typically, the personalities in this group are type-A, meaning they are assertive, determined and influential. For most other members, these individuals are a challenge to debate with.
While I was on the chamber staff, these few individuals influenced the board on personnel matters, attempting to force the firing of certain individuals and hiring of specific individuals. The reasons had nothing to do with qualifications, but rather with personalities. And those conflicts were as a result of individual members meddling in the everyday operations and responsibilities of those employees, responsibilities that were clearly under the president/CEO as spelled out in the by-laws.
Why do I share this? As Mr. Taylor suggests possible action to be taken by the board, he offers the option to fire the public relations person. Be clear that the executive director is only a mouthpiece for the board . When this individual disagrees with the board, the membership or public would never be aware of it, and, if so, that individual would probably be out of a job. Just take a look at the last four directors (prior to Susan) and the circumstances under which they were let go.
The board now has to take action that will clearly show it is there to serve its entire membership and allow for input which “will be considered.”
I agree with Mr. Taylor – you can be pro-business and still disagree with how some business is being conducted. Being pro-community, pro-employee, pro-environment, and pro-business, are not mutually exclusive.
The Gilroy Chamber of Commerce is a vital and powerful organization, providing significant services to its membership and community. At this time, it might reflect on how its decisions are determined and at the same time offer an apology to its members and Simon Salinas. Most importantly, don’t allow a handful of individuals determine your direction and philosophy.
Ernesto Olivares, Past President/CEO
Gilroy Chamber of Commerce
