I joined the South Metro Atlanta chapter in the fall of 2018 as a member of the third class of the Emerging 100 of South Metro. I didn’t know anyone in the chapter at that time, but I knew that I wanted to be a part of the organization because of the impact that I had seen the 100 have in the lives of my loved ones who had been mentees and mentors with the 100 Black Men in my home state of Tennessee. Right after my interview for membership and acceptance, I immediately asked when the next chapter meeting was, and upon arrival, I quickly found myself engaged in a number of projects: sorting shoes for the Best Foot Forward shoes for youth giveaway, attending a radio interview to promote the Step Up for Better Health initiative and developing pop-up banners and promotional materials to promote both events.

Over the course of my journey, from Emerging to General Body, I’ve had the opportunity to serve on various projects working closely with past and present board members. While I was never officially a Mentee of South Metro, I have received mentorship from brothers in leadership through serving on a variety of projects over the years. I’ve also had the opportunity to have numerous conversations with brothers at varying levels of engagement and believe that there are some areas of improvement that I am able to bring attention to.

While over the course of my journey in this organization there have been some bumps in the road, I remain committed to being solution-oriented and continually seeking to find common ground. I look forward to engaging with leadership and the body on the following:

INCREASING ENGAGEMENT AND PARTICIPATION FROM MEMBERSHIP
Over the course of my tenure in the organization, I’ve had several conversations with members on all levels, while serving as well as out in the community. From those conversations, I’ve observed that we’ve missed some key opportunities to engage members and provide a clear path towards a sense of belonging and sustainability. I propose that the chapter: 1.) Reintroduce a mandatory orientation for incoming members; 2.) Provide a membership manual and directory for members; 3.) Utilize the online membership portal capability of the website; 4.) Host a virtual committee fair; 5.) Offer forums outside of the standing monthly meeting for brothers to get to know one another; 6.) Reactivate dormant committees, each with a chair and co-chair and heightened accountability protocols to ensure business stays in motion. 7.) Track metrics, including volunteer hours, attendees, contacts between mentees/mentors, etc.

IMPROVED COMMUNICATIONS
It is my belief that the office manager should not be obligated to be the marketer, graphic designer, editor, writer, etc. for the organization, on top of their other responsibilities that come with managing the day-to-day of the office, especially when there are members who have professional skillsets and resources they are willing to share with the organization. We’ve been fortunate to have some brilliant office managers who have been talented in areas outside of their roles, but each member should also be equipped to be an ambassador of the chapter and be able to tell our story. I would like to work WITH the office manager along with a committee of brothers in these fields develop communications strategy and protocols that present the organization in an elevated light and enhances communication.

REACHING ACROSS THE SILOES
Since joining the chapter, I’ve worked with just about every committee. I joined South Metro Atlanta as an Emerging 100 member, transitioned to the General Body and now serve as one of the liaisons. I worked closely with members of the Board on our Real Men Vote/Census initiatives, Annual Celebration of Excellence event, helped conduct Membership interviews, participated in school-based Education initiatives, assisted with M.I.R.R.O.R. 100, served as a Rites of Passage Leadership Academy mentor, and volunteered time with the Southern Crescent Golf Tournament. Although I don’t see myself on the Finance committee, I recognize its importance and as such have worked to ensure that budget proposal fall within the prescribed protocols.

STRATEGIC OVERSIGHT ON AREAS OF IMPROVEMENT

- Membership - Needs to be treated with higher priority - this is the public’s first introduction to the organization and are the lifeblood of the organization

- Mentorship - Our mentorship programs are strong. We need to plug more mentors in so that mentees have a greater experience, but also look at other ways to facilitate meaningful and safe interaction as some have expressed

- Coordination - Let’s utilize modern systems and enhance our efficiency

- Human Resources - Let’s ensure the right people are in the right roles

- Bridge gaps - Let’s remove siloes, enhances transparency, bring people together, ensure those who are here to serve have the opportunity to do so

- Retention - Let’s keep our good brothers, place them where needed and set them up for success

- Strategic planning - Let’s position ourselves to go higher in the future

POSITIONING FOR FUNDRAISING & DEVELOPMENT
- Setting up the fundraising committee for success through engaging the Media Relations Committee to work collaboratively with the Financial and Fundraising teams to develop annual reports, sponsorship packages and other vehicles that enhance the capabilities of the organization to engage and secure financial and in-kind support for chapter operations.

Having worked under some of the top executive leaders in Atlanta in highly visible roles, I have been trusted to represent any organization I’ve worked with in a respectable and effective manner.

THE CAPACITY TO MOVE
As a manager, I am experienced with using and developing systems and technology to help us work smarter and not harder. While I have an active lifestyle, I build my schedule around things that I am passionate about and have flexibility to serve as needed with ample communication. For many of the activities we do, I’m already plugged in and can adjust as needed.