Volunteers At The Heart of a Great Organization
by Lee Wangstad
 

Over the course of the last year, I have found that change can be good. For me, it wasn’t easy and didn’t come without pain, but it came anyway, and so far my changes are looking pretty good. At least from my perspective. The changes that are improving my outlook, for the most part, are evolutionary, not revolutionary. It is the new challenges that I face every day that direct me.
 

Some chapters within the Antique & Classic Boat Society are working hard to improve their outlook as an organization. They have made the commitment to improving the services that they can offer members. Growth is an accepted goal that is both achievable and sustainable. Enthusiasm is a byproduct of these changes. What these chapters have actually provided more than anything else is the environment where improvement and change can and does occur. It is all right to challenge. It is OK to offer alternatives. It is acceptable to be different.
 

In 1993, during the course of my first interview with Bob Hammond, founder of Standard Glass Products (Glastron boats), he let me in on the formula that led to the astounding success that his company had achieved. In his own modest way he told me that they had assembled the greatest management team in the marine business during the sixties. "We created an environment that attracted great talent," he stated. "There was a synergy between our managers that went beyond where ordinary companies were going, and people knew it. Everyone wanted in."
 

It wasn’t about Bob Hammond making all the right decisions and implementing change. It was a team, built up of many members, each with his or her unique ideas and input. It was the ability of this team to act and react with each other and formulate a plan that put it ahead of the competition. In talking with other members of this management team, I found that they all had played a role in the success of the company. While they felt that the team approach did work at Glastron, they all acknowledged that it also took one person at the top to guide the powerful team in the right direction and make sure that implementation would happen. In Bob Hammond the team knew that they had a leader that they could count on. They had developed a trust and knew that he was open to change and willing to accept these changes and back them up. By 1973 Bob Hammond and his Glastron management team had climbed their way to the top and became the world‚s largest producer of fiberglass boats.
 

What did they have that the other companies didn’t? There were hundreds of new boat companies entering the market every year during the fifties. What set Glastron apart? It was the corporate culture within that made the difference. They had the talent. They were dedicated. They weren’t afraid of change. There were many other newcomers that also had these virtues, yet they never made the impact in the marketplace that Glastron did. Glastron had a strong, diverse group of leaders, combined with a loyal, tireless group of workers that weren’t afraid to change or improve the processes that would ensure a better product in the marketplace. And they were certainly not afraid to speak up.
 

So, how does this affect us? The parallels are very similar. If we are to grow and improve as an organization, we have to create that environment that will attract talent, especially at the local level. This is where real change can occur. Things move faster at this stage. Is change necessary? Members that constitute a "loyal, tireless group of workers" are at the very heart of our group. This is where improvement begins. This is the core of our membership that makes sure that things happen, and will continue to happen.
 

In his preface to Bob Speltz’ book The Real Runabouts VI, Jay Higgins offered his "50 Trends That Will Influence the Next Ten Years’ collecting antique and classic boats. Of particular interest here is item #39: "Within the large organizations, the officers and directors may tend to be persons whose real hobby is ‘running the club.’"
 

Does this sound just the least bit familiar to anyone out there? These movers and organizers are the backbone of our local chapters. These people are the front line. They have the organizational skills and the drive to follow through. If you are one of these types and aren’t in a leadership role within your club, you should be. If you feel that there isn’t room for you or that the status quo isn’t listening, you should calmly insert yourself and your ideas into their environment. After all, this is your club too. Do so by volunteering. Choose an area that you might have some expertise. If you don't have the experience, volunteer in a service area and work your way up. Like I said, it might take some time, it won't happen overnight.
 

The Antique & Classic Boat Society, Inc. could use the help. I‚m not saying that there is anything wrong, but just think of this concept: more volunteer help than you really need. How often in today‚s society do you hear this? In those clubs that have become successful, this is often the case. They have a myriad of people that they can call on to perform countless tasks, and are willing to do so at the drop of a hat. How does this happen? They have created that environment where volunteering comes easy. It comes without strings. They don‚t burn you out. It becomes fun to help, not a chore.
 

The investment of time is paramount if you are to be effective in your efforts to cause change, if you are one of those types that feels that change is wanted or even necessary. Become involved, and you will find that change doesn’t come easy. It is a long process, especially in an organization with such strong feelings concerning preservation.
 

Is preserving the status quo a mission of your chapter? Or is the environment friendly towards newcomers and the possibility of change. I’m not saying that change is always necessary, I don‚t have that revolutionary zeal that I once had when I felt that my way was the only way. I’ve found that as I age, I have become more willing to compromise with new ideas (and old), unlike my father who seemed to become less willing as he grew older. Or perhaps it wasn’t him at all, but only my perception of his ways.
 

Perception is a funny thing. And self-perception even stranger yet. As we look at ourselves, trying to determine if we actually want change, are we willing to sacrifice the time necessary to create change? Is change necessary? Is it change that you are really looking for, or maybe just acceptance?

Reply to article: Fall 03 Rudder by current ACBS President Jeff Stebbins

Dear Lee,
In response to your Gauge article in the fall edition of the Rudder, "Here Come da Judge":
I once, too, had to judge a kiddy parade. As I said back then - and will continue to say today - all the floats were the best, they were just best in different ways. The same goes for our boat shows and for the variety of boats involved in ACBS. There is a great diversity to our membership, their choice of boats and how they are cared for, presented and judged.
 

How does the Antique and Classic Boat Society respond to the diverse needs of our membership? Let me count the ways. For those "Trailer Queens", they are judged at our Annual Meeting / Boat Show with the scrutiny that no other judged show can offer. This is for one reason; the owners who choose to have their boat judged want it that way. The others who do not wish to have their boats judged - but who want to be a part of the show and camaraderie, support the organization and enjoy the festivities - don’t.
 

It is fun to have lots of awards, as many shows do. Everyone has a better chance of receiving something as the "award wealth" gets spread around. Just think of it: at some shows an award is presented for the furthest traveled, which has nothing to do with a boat or its engine.
There’s one very important aspect to the ACBS judging that needs mentioning. The whole reason for ACBS, as the mission statement states, is to preserve our heritage of antique and classic boats, not destroy it. It’s also stated that an original boat cannot have points taken away because it does not look as nice as the totally rebuilt one in the berth next door. We observed, unfortunately, that the only way for a boat to win at many shows was for it to be totally rebuilt and, perhaps, over-restored. ACBS does not believe in this and feels everything should be done to preserve that which is basically in good shape, even though because of years a few plank ends have splits. In short, an original 26-foot Hacker Craft has the same chance of winning the class as a completely rebuilt 26-foot Hacker. As you may know, every year, each Chapter is given a trophy by ACBS to celebrate the best preserved/most original boat at their shows. People who choose to spend perhaps more money than the boat is worth for that elusive trophy, can. And for those more like you and me, originality and being user friendly is more important.
 

ACBS also decided at the Annual Boat Show to give awards to the judged boats without the fun or frivolous type. Recognizing the best of the best whether restored or preserved. We do, however, give to all the participants a personalized framed certificate to thank them for participating and supporting the ACBS Boat Show.
 

The plaque simply states: This certificate is in recognition of you participation in the second annual ACBS-International Boat Show and honors your dedication to preserve the history of antique and classic boats for future generations. The Antique and Classic Boat Society, Inc. applauds your efforts and gratefully acknowledges your involvement in this historic event.
 

Thank you ,Lee, for your comments and contributions to the Rudder. As you may recall, we had a great conversation about fiberglass boats this last summer. You’ll be interested in hearing about the sweeping changes regarding the acceptance of these boats, their judging class, and broad new membership potential. Stay tuned.
 

Jeff Stebbins