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As the saying goes, we are a product of our upbringing. For more than a decade, the Greater Phoenix Chamber has led the way in developing young business leaders who will transform our community as the global landscape evolves. The VYP program provides a platform for our members to foster a sense of community for their young professional employees. The VYP program assists in developing critical leadership skills and business connections and creates change-makers in our region. One element that makes our program truly innovative is that it is led by a separate board of directors. These leaders have brought invaluable insights on important initiatives such as our soon to be launched, Diversity and Inclusion toolkit and which have impacted the direction of the Chamber and how we support businesses. As our community evolves and our businesses strive to keep pace with the global economy, I know that the future of our success lies within the quality of our young talent. For our organization and member businesses, mentoring young professionals and fostering next generation leaders have paid dividends. I urge you to look around your organization, identify your young talent, and encourage them to participate with our Valley Young Professionals program because leadership is always in demand. Your email address will not be published. Building The Next Generation Leaders The Leadership.

When Frank Coleman first began his job as president of Hi-Tech Aerostructures, most managers and employees felt a surge of hope and excitement. Hi-Tech Aerostructures is a year-old, family-owned manufacturing company that produces parts for the aircraft industry. The founder and owner had served as president until his health began to decline, and he felt the need to bring in someone from outside the company to get a fresh perspective.

It was certainly needed. Over the past several years, Hi-Tech had just been stumbling along. Coleman came to the company from a smaller business, but one with excellent credentials as a leader in advanced aircraft technology. He had a vision for transforming Hi-Tech into a world-class manufacturing facility. In addition to implementing cutting-edge technology, the vision included transforming the sleepy, paternalistic culture to a more dynamic, adaptive one and empowering employees to take a more active, responsible role in the organization. After years of just doing the same old thing day after day, Building The Next Generation Leaders The Leadership president David Deacon was delighted with the new president and thrilled when Coleman asked him to head up the transformation project.

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Deacon and his colleagues spent hours talking with Coleman, listening to him weave his ideas about the kind of company Hi-Tech could become. He assured the team that the transformation was his highest priority, and he inspired them with stories about the significant impact they were going to have on the company as well as the entire aircraft industry. Together, the group crafted a vision statement that was distributed to all employees and posted all over the building. At lunchtime, the company cafeteria was abuzz with talk about the new vision. And when the young, nattily dressed president himself appeared in the cafeteria, as he did once every few weeks, it was almost as if a rock star had walked in.

Early the next day, Coleman called Deacon to his office and laid out his own broad ideas Building The Next Generation Leaders The Leadership how the project should proceed. Whenever Coleman would attend the meetings, he would suggest changes in many of their specific plans and goals, but miraculously, the transformation plan began to take shape.

The team sent out a final draft to colleagues and outside consultants, and the feedback was almost entirely positive. The plan was delivered to Coleman on a Wednesday morning.

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When Deacon had still not heard anything by Friday afternoon, he began to worry. He knew Coleman had been busy with a major customer, but the president had indicated his intention to review the plan immediately.

Finally, at 6 P. Deacon was stunned. In addition, word was beginning to get out around the company that all was not smooth with the transformation project. The cafeteria conversations were now more likely to be gripes that nothing was being done to help the company improve. Coleman assured the team, however, that his commitment was still strong; they just needed to take a different approach.

Deacon asked that Coleman attend as many meetings as he could to help keep the team on the right track. Coleman called Deacon at home on Friday night. All that time and work. Leaderahip knew what he could expect on Monday morning. More info would lay out his vision and ask the team to start over.

Median response time is 34 minutes and may be longer for new subjects. Operations Management.]