Elections In A Not-For-Profit Organization

Last month, I conducted the election procedure for a small not-for-profit I’m involved with.  I’m not a registered parliamentarian, but do have considerable experience in the processes and procedures of association elections.

I will offer some general comments about my approach, but I note that this link provides some very thorough guidance for not-for-profit board decisions https://orghub.ca/resources/blogs/nonprofit-board-voting-procedures

 

The Core - Parliamentary Procedure & Respect for Members

Twenty years ago, the Toastmasters club I regularly attend would practice parliamentary procedure.  We’d often have a frivolous motion we would debate, often amend, and pretty well always vote down, as most of these frivolous motions were beyond our control.

 The practice gave us experience in creating clarity, and making decisions as a group. The exercises were worthwhile because, for people voting on a decision, clarity on the decision needs to be very clear, be debated if necessary, and then decided by an assembly that is authorized to make such a decision.

Early on, I hated the formality and process of parliamentary procedure and these practice sessions at Toastmasters, but I grew to respect and enjoy the processes, along with the intention and principles.

 

Key Principles of Parliamentary Procedure

Two key principles of parliamentary procedure are;

1    One thing at a time

2    The minority has a right to be heard, and the majority has the right to decide

We would all enjoy our work and volunteer commitments moreso if our organizations focused on one thing at a time, and the minority was heard and respected.  

 

Elections

I will offer my approach for managing elections of board members for a not-for-profit.

Further, here is an additional guide that can be helpful in managing an election. 

https://content.civicplus.com/api/assets/bd4973f7-f75e-4d88-bd40-aa5d3e768d82?cache=1800

 

My Approach

1.   It is important for anyone conducting an election procedure to review the organization’s bylaws, which usually specify how to achieve quorum and conduct a vote.

2.   Quorum defines what percentage of the eligible voters must be initially present to enable a valid vote and decision. (It is also valuable to acquire information on recent election practices from experienced members. There may have been any issues in the past, and in some cases, leaders are unfamiliar with their own bylaws.)

3.   In most organizations I’ve been involved with, a nomination committee has been in place. Such a committee can announce position availabilities well in advance of an election date, and then discuss opportunities with prospects who are interested, conduct interviews, and ultimately present a slate for consideration. In the recent elections I conducted, a nomination committee was in place, and presented the proposed slate to the assembly as the election procedure began. 

4.   Reports from an appointed committee, like a nomination committee, do not require a motion.  

5.   Before the election begins, it is important to ensure a quorum of voters is present, that is, is there a sufficient quantity of eligible voters present to make the upcoming decision.  Quorum is usually determined by a recording secretary, who will also formally record and share results. In many cases, a quorum is 50% of the eligible voters, often simply the paid members. In some organizations, proxies and absentee ballots are permitted. 

6.   In conducting the elections, my practice is to preview to attendees the event as it will unfold, entertain any questions, and work to ensure the voters feel informed and respected during the process.  

7.   The simple process is

a.   Have the nomination chair present the nomination report

b.   Call for nominations from the floor.  This is often done three times, and while not required in authorities such as Robert’s Rule, it is respectful to the voting membership.

c.    The CivicPlus link provides guidance for situations when floor nominations are received.  In my experience, nominations from the floor are rare, and when none are received, nominations can be announced as closed. Done.

d.   Once the nominations are closed and there are no contested positions, the chair can request that the organization record and document that the candidates nominated are elected to office effective on the start date. My practice is to ask a recording secretary to document that one vote has been received for the nominated slate. Having a record of the election is usually important for external business, such as managing bank accounts.

 

A Deeper Exploration of Elections

Here is a deeper dive into election procedures https://michaelmouritsen.ca/blog-1/f/questions-about-nominations

 

Conclusion

Parliamentary procedure is valuable in conducting elections as it enables a professional approach to decisions, group participation, and ultimately respects the right of the assembly to choose.

 

How To (Not) Pick A Side During A Meeting

 In early May 2026, I delivered two 50-minute keynote-style presentations in London, Ontario at a Toastmaster conference for the high achieving District 86 Toastmasters team.

Particularly in longer presentations, I work to include some time for questions and answers as this adds value for audience members, gives me insight into how attendees have heard and processed my communication, and I sometimes hear about experiences that have been triggered by hearing my material. Here’s an example.

The Scenario

After I spoke about managing interpersonal conflict, an audience member described a scenario.  She said she had been in a meeting, and two attendees were in a heated argument. At one point, one of the gentlemen turned to her and asked “who do you think has offered the better approach here today?”

That’s awkward.

I asked her where she works, which drew considerable laughs.  I quickly told her I was joking and she didn’t need to share her work place. I do remain curious, although that’s none of my business. And of course, it could have been any of a thousand businesses, and any of a thousand meetings. 

Defer, Defer, Defer

If asked a question like this one, I can only offer my opinion, and a process, on what I would do in a similar situation, or what I hope I would do in a similar situation, with grace, skill and composure. 

I wasn’t in the room, I don’t understand the workplace culture and formal and informal hierarchy, I wasn’t immersed in the emotion of the moment, or caught in surprise at the time. I was put on the spot during my presentation, and offered my opinion, and a process.

My suggestion to her, my description of what I would hope to do in that situation was to respond, but defer offering a definitive answer.  That could sound something like;

“Gosh you’ve both offered some excellent points and solid rationale.  I’ve made some mental notes but I’d like some time to think over the two options before deciding which I believe is the better choice.”

 

Then I suggested once the meeting concluded he would immediately forget that he asked for her opinion, and she’d never need to offer it.  I’m 90% confident that while she was asked for her point of view, the gentleman who asked was only looking for an ally for his side, and in that moment.

Once the meeting concluded, I would never bring it up again. One might be tempted to revisit and respond a couple of days after the incident, but I expect the request was quickly forgotten.  There would be no need to ever initiate a conversation about it again.

 

Conclusion

It is challenging to respond when put on the spot.  It’s much more difficult when emotion is involved, and power structures are at play.

In such situations, a good starting point is to blandly and briefly comment on what you’ve heard by praising both sides, and defer offering your point of view. 

If you’re fortunate you can defer forever.

How To Sound Unconfident

While I was killing time watching some short clips stream past on social media, a promotion piece ran.  While I didn’t pay much attention at the time, it has stuck with me and I continue to think about it.

The speaker offered three tips and the one that has stuck with me encouraged viewers to eliminate filler words when they speak.  The artist said every filler word makes you sound uncertain and unconfident (her choice of word). I agree.

Poor Habits

We become comfortable in our speaking habits. Most of us will use an occasional ‘um,’ “ah,” “like,” or “you know” as they work through their thoughts.  However, when these non-words and low-value additions become pervasive in our speech patterns, most listeners will pick up on the hesitation, and interpret your usage as uncertainty and lack of confidence.    

 

Poor Role Models

We learn from people around us, and particularly those in media. Many exhibit poor speech habits.  You can likely think of a public figure who uses ums and ahs extensively.   I quickly recall a former politician as he would routinely start his sentences with an um.  I can’t understand why he needed an um to get started.  That must have driven his staff to distraction. 

As a listener, I can and I would filter that non-word out, but I always think about how easy it would be for him to correct his adopted habit. Why would he repeatedly start a sentence with a noise that isn’t word?

How To Correct Poor Speech Habits

Correction starts with awareness, and then substituting a good habit.   A brief pause is a much better habit.  A pause does not require a listener to filter, and even allows the listener to think about what she’s heard, instead of processing, or purifying, new input.

If you know someone who uses excessive filler words, be very careful before you call this to his or her attention. Most people believe they’re effective communicators, even if you struggle to process their speech. Most listeners will fight through the challenges to understand a message if the message is important to us.  

 

Landing Your Message

I hope you’ve observed  that the most effective speakers use actual words, and few non-words and noises, to deliver their messages. When listeners need to filter and select actual words, the speaker is requiring the listener to work harder.

Listening can be hard work. Processing a message can be hard work. Determining a speaker’s message can be hard work.

It is our job as communicators, as speakers and leaders, to make our messages easy to understand.

 

 

When Someone Derails Your Meeting

“What can I do when one of my employees keeps knocking my meeting off track?”

 This question surprised me. I was presenting on the topics of communication and team leadership when a young manager asked this question?

 

https://anthillonline.com/wp-content/uploads/2013/11/talking-to-employees.jpg

She explained that she holds regular team meetings, and one employee consistently interrupts her agenda and simply begins talking about at least one new item.  She wanted my advice on how to handle such disruptions.

I would have preferred a longer conversation, but this occurred during a Q&A session after my presentation, and I was expected to offer some brief advice.  I’m left to wonder about their power dynamic, their mutual work history, whether someone feels they were slighted for a promotion, etc.

Two Suggestions

So, what could she do next time she was interrupted?  I offered two suggestions.

First, I suggested that, as this has been happening during her team meetings, she needs to demonstrate to her team that she is the leader, and while open to agenda input, she needs to manage the meeting and the agenda for the benefit of the full team.

Importantly her team needs to see her assert what is acceptable meeting behaviour, and guide how any team member can offer suggestions to the team agenda. This could be as simple as stating “I’m going to add that to the end of today’s agenda, and we’ll plan and get to your comments today. But it may have to wait until next meeting. We’ll continue?”

In similar situations I’ll often ask a question of the larger group such as “we’ll continue?” to see some nods and get concurrence from the group.

Second, I suggested that if the behavior doesn’t correct, she needs to meet with her employee, and have him understand how his behavior affects meeting flow and team cohesion.  This starts with her describing, or having ready, two or more specific instances when he interrupted the meeting.  One instance is perhaps excusable, but more than one is not.  

I wrote about another approach, which could be applied here,  to managing disputes in this post https://gycz.blogspot.com/2022/02/dealing-with-team-conflict-real-and.html

 

 Conclusion

It sometimes happens that a team member will challenge your authority.  The reasons why are many, but irrelevant.  To succeed in your function as a leader, you must show respect for all, but assert your position.

GYCZ – We Focus On Our Flaws, Not Strengths

  

Sharing this post because it’s such a thought provoking read. I have had the experience described in the excerpt below.

“When a leader gets a 360 feedback report from his or her direct reports, peers, manager, and others, his or her natural instinct is to skim past positive ratings and comments and look at “where I need to improve.” Zenger Folkman research shows unless there’s a fatal flaw needing immediate attention, this is off track. The best that MIGHT happen is the leader raises a few of his or her competencies from poor to average.”

The article recommends focusing on competencies that truly drive results in various disciplines, and emphasizing these.

I find the content from the Clemmer Group and their associates at Zenger Folkman to be consistently high quality.

 

Link to the article here

https://www.clemmergroup.com/articles/leadership-competency-models-many-failing-make-flourish/

 

GYCZ Reviewing Basics with New Leaders

If you were coaching someone in a new role, what basics would you review with her as she began?

A colleague I’ve worked with previously had taken a leadership role in a volunteer organization with which I’m familiar, and he requested some guidance in his relatively new role. He had been in his new role for 10 months. In my experience with my colleague, I know he digs in and has been successful at any assignment I’ve seen him perform.

“What Results Panel?”

He told me he was struggling with getting his small team of volunteers focused and aligned and wanted to talk about approaches to do so. Our call was on Zoom so I asked him to share his results panel, which is available to his and all similar teams, so we could review their results and progress. He responded with “what results panel?”

I was really taken aback as the organization had invested in a tool to indicate progress towards team goals, and somehow this skilled new leader, in his new role in the volunteer organization, was not made aware of the tool, of this investment by the organization.

Simple Awareness

As soon as he was aware of this tracking tool, he was energized and saw how he could use it to communicate with his small team, to acknowledge progress and helpful behavior, and to get them focused and engaged to accomplish results.

A Glaring Oversight

I was curious about this onboarding oversight so I asked about his support structure in the volunteer organization. I know from my experience with them that there is an extensive support model in place.

He said there were some vacancies in the support roles available to him and those available had performed only rudimentary onboarding. I suspect they thought he already knew about the tools available to him, but he didn’t. If this was an assumption by support leaders, as it appears to be, it was a bad one. If there are significant vacancies, perhaps those available are feeling burnt out.

Situational Leadership

The situational leadership model from Hersey-Blanchard makes clear that we need to focus on the specific task maturity of the individual when coaching. It’s very easy to assess overall maturity and past success and then offer only rudimentary onboarding when someone appears accomplished and confident. I have made this mistake, and I’m sure most leaders have made this mistake. It’s an art to assess development, progress, and readiness.  

There are many great summaries of the situational leadership approach available.  Here is one;

https://com-peds-pulmonary.sites.medinfo.ufl.edu/files/2014/01/Hanke-Situational-Leadership.pdf

 

Conclusion

The Hersey-Blanchard situational model is brilliant because it clearly describes how the leader’s actions must adapt based on the specific task maturity of the follower. In the example I’ve shared, the follower is exceptionally skilled and accomplished, but not yet so in his new role. He needed to be grounded in basics.  Now that he and I have discussed basics, he and his team appear to be doing very well.

If you’re unfamiliar with the Hersey-Blanchard situational model, it is worth some time. It’s also worth time to ensure any team member understands basics when they begin a new role.

If you enjoyed this post, this one may be valuable to you as well https://gycz.blogspot.com/2023/08/how-to-focus-your-distracted-team.html

 

 

 

 

 

 

Poor Communication Skills Are a Career Killer?

Recently I spoke with someone who has begun a job search. He is highly qualified and has a record of solid achievement. However, I did observe that his listening skills are not strong, and I thought about how this could affect his interviews and interactions. I will soon ask his permission to offer what I experienced during our interactions. Ideally, a new interaction will provide me with a couple of fresh examples and an opportunity to request permission to offer my observations.

His listening skill gap became obvious to me as we talked and he would interrupt before I completed some sentences. Such habits would not play well in an interview.

At times when I was responding, he appeared to be thinking about what he would say next and I would often have to repeat what I had said.

Cost of Poor Communication Skills

Poor communication skills can be costly during a job interview. Sometimes interviewers can’t pinpoint poor communication skills as their concern, but will simply feel that the candidate isn’t strong.

Our ineffective interaction made me curious about the cost of poor communication skills in general, and particularly poor listening skills.  I found some excellent case studies linked below that pertain to written content and poor communication as it relates to companies, but I’ve not found much about the costs to individuals.

https://pressbooks.bccampus.ca/technicalwriting/chapter/casestudy-costpoorcommunication/

Cost To Business

This article below further discusses costs to businesses

https://www.vantagepartners.com/insights/costs-of-poor-communication-skills

 

A “Career Killer”

A “career killer” is how this writer considers poor personal communication skills.

https://www.linkedin.com/pulse/silent-career-killer-how-poor-communication-skills-can-sadharajan/

 

How to Improve Personal Communication Skills

Communication is a skill. Skills can be developed. Skills can be taught, learned, and developed if someone is interested to learn the skill. The best athletes in the world practice basic skills such as making free throws, putting, dribbling, and fielding.

To be an effective communicator an individual will need some knowledge of effective skills and techniques, a regular opportunity to exercise the skills, and performance feedback on their effectiveness and opportunities for improvement.

For over 35 years, my Toastmaster club (www.toastmasters.org) has been my primary vehicle to develop and practice elements of strong communication.  Other interactions in many business and personal engagements provide me with additional opportunity, however, for me Toastmasters remains a regular occasion to plan, speak, listen, and receive suggestions for further communication and leadership development.

 

Practices of Effective Listeners

 The most common advice to improve listening results is to exercise “active listening.” A key for me in active listening is to paraphrase and repeat, and avoid formulating a response. When you begin formulating a response, you become eager to offer your thoughts, and you disconnect from the work of listening.  

Paraphrasing or simple repetition demonstrates that you are listening, and further invites the speaker elaborate.

Avoiding a response causes the listener to organize what she has heard and to ask further questions of clarification.

For more on effective listening see https://www.verywellmind.com/what-is-active-listening-3024343

If Told You’re Not Listening

Here is a point of view on how to manage when you’re informed that you’re not listening

 

https://kellblog.com/2020/02/08/what-to-do-when-someone-says-youre-not-listening/

Conclusion

Poor communication skills can be costly to people and businesses. Communication is a skill, and with intention and practice, skills can be developed.

Wired to Achieve

Do you know people who seem to be “wired” to achieve? Perhaps you are. 

It’s an admirable trait. In his book The Yellow Pad, author Robert Rubin uses the term intensity to describe the trait, a trait he epitomizes. He describes his drive, his personal intensity as “a keen focus on succeeding in whatever (he’s) doing.”

Is there another term that encompasses this trait? Maybe tenacity?  Perseverance?

 

The Yellow Pad – A Very Good Book

I picked up a copy of Rubin’s The Yellow Pad at my local library, and have since bought a copy. The book is featured here (sign-in to Goodreads required):

(https://www.goodreads.com/book/show/172581178-the-yellow-pad).

 

I liked the book but loved this passage; 

“We become what we become in part because of the way that we’re wired. But within that context, we also become what we become because of our choices, the way we meet challenges, the traits we cultivate, and the qualities we amplify through our lives.”

 

Robert Rubin, The Yellow Pad

 

 

Remember Grade 4?

Rubin writes about his life, and his career, including his time as Treasury Secretary for U.S. President Bill Clinton, and his time as an executive on Wall Street. After he completed a few appearances in national media during his time in Clinton’s cabinet, he received a letter from his former Grade 4 teacher Mrs. Collins that caused him to think and then write about the attributes and traits that made him successful.

His teacher wrote to him and asked “Are you the Robbie Rubin who was in my Grade 4 class in Florida?” And of course he is, but of course he has changed because of traits and qualities he cultivated and amplified. Everyone of us has changed because of our experiences, how we responded to those experiences, and the traits we’ve chosen to cultivate. These days it seems a small, but loud number choose to cultivate traits that create fear and division.

Here are the traits he mentions;

• Intensity – a keen focus on succeeding whatever he’s doing
• Ability to Keep One’s Head, i.e. to remain calm
• An energetic curiosity. He also writes about an eclectic curiosity
• Being true to oneself
• Professional integrity

 

These are wonderful skills, attributes, and traits for anyone to develop. It seems to me that today many people are overcommitted to a volume of engagements, and under committed to succeeding at those that will have the greatest impact. If someone has too many engagements, it is difficult to succeed at each. While people will “try,” it can be difficult to succeed at all commitments.

 

 

What Is Essential?

Often during presentations, I display a quote attributed to Roman Emperor and philosopher Marcus Aurelius.

 

“Most of what we say and do is not essential. If you can eliminate it, you’ll have more time, and more tranquility. Ask yourself at every moment, ‘Is this necessary?’”

 

You’ll have more time and tranquility. And accomplish more that has more meaning.  I question the need to ask yourself “at every moment,” but we can ask ourselves frequently.

 

Developing This Trait

 

Here are some tips and a point of view on developing the trait of achievement orientation from www.indeed.com  

 

In summary,

• Focus on how to structure your team
• Communicate clearly about your goals
• Respect your employees
• Engage in personal interactions
• Take the time to follow up
• Reward good work

 

A link to the full article https://www.indeed.com/career-advice/career-development/achievement-oriented-leadership

 

My POV On Keeping a Team Focused on Achievement 

For further ideas, particularly on communicating goals and progress, I wrote an e-book related to this topic https://a.co/d/7DfDnez

 

How To Introduce A Speaker – Set The Stage

 

When a speaker prepares a presentation, her introduction is sometimes an afterthought. However, a great introduction sets the stage for a speaker. A quality introduction can be very focused and succinct. When left to chance introductions can be too brief, and sometimes overly long offering detail that may be intriguing, but not relevant to the presentation. 

A Simple Formula For Speaker Introductions

A simple formula for speaker introductions answers two questions for the audience;

1.    Why this topic (for this specific audience)?

2.    Why this speaker?

A host can quickly and easily craft an introduction by asking and paraphrasing these questions to the speaker, and then shaping the answers for presentation to the audience.

Speaker Perspective

After a solid introduction, a speaker can quickly start into her presentation without needing to offer more detail about her credentials.  An audience needs to be sold on a speaker’s credibility, and if the host can set the stage in this manner, that’s a huge assist for the speaker.  Without such an introduction, the speaker will need to professionally introduce her credentials and credibility.

Biographies

Some speakers will share a long biography or list of achievements with an event host. Usually then the host will feel compelled to read the biography to the audience in its entirety.  Some speakers want that, but certainly not all, and not me.  I prefer a brief, pertinent introduction that sets the stage for me, and enables me to quickly get on with my work with the audience.

To that objective, I prefer that an introducer either conduct a brief interview with me, or choose relevant points from my biography and then offer some personal reflection on interactions we’ve had.

Ideally, a host who invited you to speak delivers your introduction, and conveys some of his excitement about your credibility on the topic.

Host Perspective

If you are hosting, and introducing, a speaker, you can very quickly craft an excellent introduction. Some speakers will want any introduction provided to be read as is. Others will want their introduction personalized.

 To prepare;

1.    Read any introduction provided, and/or do some research on the speaker. Speakers love to hear that you performed some research on their background.

2.    Ask the speaker if she wants an introduction she provided to be read as it is written. If yes, your approach is clear. If no, proceed with the following queries.

3.    Say something like “Your talk seems very interesting to me. What components do you think will be most interesting for this audience?”  Make notes.

4.    Then say something like “I read your background. Tell me more about how you became interested in this topic?” Make notes. 

5.    When you review your notes, shape the details for your audience. Answer the questions "Why this topic, why this speaker." Think about the audience perspective. Some in the audience will have the view of “why should I care about this topic, and just who is this speaker?”  Your job is to inform them, and engage their interest.

6.    You may choose to offer brief comments about how you enjoyed your short interview with the speaker before the event.

Variations Of The Questions

As host, it’s obviously not advisable to bluntly ask the speaker “Why this topic for my audience and why are you credible on the topic?” However, that is what you wish to discover. Here are some variations of the questions.

1.    Why this topic (for this specific audience)?

-         How did you first become interested in this subject?

-         How does your talk relate to the people in the audience?

-         What do you expect the audience will think or do differently as a result of your presentation?

 

2.    Why this speaker?

-         How did you first become interested in this subject?

-         What did you find most surprising as your knowledge developed?

-         Are there related areas you plan to explore further?

Conclusion

A great introduction sets the stage for a speaker by engaging an audience to become eager to listen. A poor introduction places additional requirement on the speaker to engage the audience.

A gracious host can prepare a tremendous introduction by asking just a couple of well-considered questions, and crafting the responses to stimulate audience interest, thereby setting the stage for the presenter. 

Postscript – A Personal Example

At a marketing conference in 2006, I was asked to introduce a speaker. The speaker, Adam Van Koeverden, was a competitive rower, and the only material I had been provided was a long, sequential list of competitions, results and achievements, as pictured below. This was a six-page list of great results, but I couldn’t just read these out.

    Aug.     Canadian Sprint CanoeKayak Championships - Ottawa, Ontario - K-2 200M 2nd

    Aug.     Canadian Sprint CanoeKayak Championships - Ottawa, Ontario - K-2 1000M 1st

    Aug.     Senior World Championships - Duisburg, Germany - K-1 500m 1st

    Aug.     Senior World Championships - Duisburg, Germany - K-1 1000m 2nd

    Jun.     ICF World Cup # 3 - Gerardmer, France - K-1 200m 3rd

    Jun.     ICF World Cup # 3 - Gerardmer, France - K-1 500m 1st

    Jun.     ICF World Cup # 3 - Gerardmer, France - K-1 1000m 1st

    May.     ICF World Cup # 2 - Szeged, Hungary - K-1 200m 7th

    May.     ICF World Cup # 2 - Szeged, Hungary - Medley 4 x 100m 5th

 

As I read the list, I was considering what I could do with the material. Deep into the list, on the fourth page, I saw the Lou Marsh award, now known as the Northern Star award. This is an annual award presented to Canada’s top athlete of the year who is chosen by a panel of journalists.  Van Koeverden won the award in 2004 and this was buried in the list I was provided.

I’m a sports fan, but had not been aware Van Koeverden had won the award. I’ve not paid much attention to the award before or since, but past and recent winners have included Steve Nash, Terry Fox, Sydney Crosby, Masters Champion Mike Weir, Wayne Gretzky, U.S. Open Champion Bianca Andreescu, Jacques Villeneuve and more. Van Koeverden shared very prestigious company as an awardee.

My introduction became easy to assemble. As I recall, it went something like this;

1.    We’re at this conference to celebrate achievements by marketing professionals from across the country. Our speaker has also achieved a long list of successes. I’ll acknowledge just a few of his achievements.

2.    Our speaker was recently Canada’s flag bearer at the closing ceremonies of the 2004 Summer Olympics in Athens where he won a gold medal for rowing in the 500 metre and a bronze medal in the 1000 metre. He is a two-time world champion in the 500 metre and 1000 metre, winning four Olympic medals and eight world champion medals.  In 2004 he was recognized as the winner of the Lou Marsh Award, as Canada’s top athlete.  Previous winners include Terry Fox, Wayne Gretzky, Mike Weir, and Mario Lemieux.

3.    Please help me welcome Adam Van Koeverden.

I also recall from that day that Adam arrived about 20 minutes before he was to speak as a result of flight delays.  We were relieved to see him.  He was quickly seated next to me and I clarified his name pronunciation (VERY important).  He then asked how I planned to introduce him.  I expect that because of the list I was provided, and others must have been provided, that some of his introductions had been less than stellar in the past.  So, I quickly walked him through my approach and he nodded and said ok.

As I delivered his introduction, I could tell I had set the stage well. In particular, I noticed audience engagement as I listed other winners of the Lou Marsh award.  

An introduction is a speech, albeit a short speech. Such a speech is worthy of some planning and preparation.