NAA’s Leadership Lyceum is a leadership development program that is designed to identify, inform and empower successive waves of NAA volunteer leaders. One such Leadership Lyceum graduate Mike Holmes, President of Easlan Management in Greenville, S.C.—and NAA’s 2017 Treasurer--sat down with units Magazine to discuss the program’s benefits and his experience in volunteer leadership.

Q: What makes leadership development one of the most important functions of every exceptional organization?

A: Some people have natural leadership skills, but leadership skills to perform in a specific environment need to be developed and enhanced. There are books, seminars, coaches, mentoring programs and roundtable discussions that people can use to develop and enhance leadership skills, but I think leadership skills are best developed in the context or environment under which these skills will be exercised.

Organizations that offer leadership development have the “value-add” of being able to identify members or employees who have expressed, by participation or intention, a desire to be a part of the organization.

The organization is then able to use “homegrown” leadership that has been groomed as their levels of responsibility increase, potentially creating a long-term relationship that is mutually beneficial. Tapping into that passion or commitment by investing in their growth and development as a future leader is affirming, and incentivizes the member to invest themselves back into the organization.

This is why I strongly support the Leadership Lyceum program provided by A: NAA. With this program, we can identify aspiring leaders from our membership, train them, and then challenge them with leadership opportunities at a variety of levels.

Q: What was your first leadership experience with your state or local NAA Affiliate?

A: My first leadership experience was in 1996, in a local affiliate of which I somewhat was a passive member--not involved in leadership at all. I was approached by a Regional Property Manager for a large management company in the area about serving on the local board with her to help replace the current Association Executive (AE), reorganize the board and turn the association around to bring new life to it. She would serve as President, but the hitch was that I would become its President the following year. With a lot of help, we were successful, and 20 years later, the association continues to do well.

Q: In what way does Leadership Lyceum prepare one for volunteer leadership roles with NAA at the national level?

A: Leadership Lyceum provides a well-rounded view of the mission of NAA, how we have been organized to accomplish that mission, the array of services and support offered to assist in achieving the mission, interaction with high-level leadership to make important connections and participate in interactive dialog about NAA experiences, and a sense of what leadership qualities NAA is seeking. To participate, candidates have already been identified by someone in the organization as potential leaders. Graduating makes them a priority for leadership positions, and places them in a better position to be a successful leader for NAA.

Q: What was your first NAA national leadership experience?

A: In 2006, I was elected to be a Region IV RVP. At that time, NAA was having challenges recruiting RVPs in some regions. I was a relative unknown, and when I was nominated from the floor in our Region IV meeting, I will never forget when future NAA Chairman of Board and Hall of Fame members Phil Carlock asked from the floor “Will he show up for the meetings?”

It was a heady experience to be nominated and elected, and a bit intimidating to know I would be under the watchful scrutiny of several Hall of Fame Past NAA Chairs that came out of Region IV, but Phil’s question required me to do a gut-check about my commitment to the RVP role (and every roll since). To this day, I have never forgotten that question.

In general, the association leadership, starting with AEs, has a “buy-in” to NAA’s mission and vision for our industry. They also have AEs and board members with great leadership skills, people skills, communication skills, passion for, and commitment to the industry.

Q: What are the most common characteristics of NAAs most exceptional state and local affiliates’ leaders?

A: They must be a visionary, a good communicator (including listening), and a consensus-builder. To reach the Executive Committee, you will have already had to generally demonstrate good leadership skills. However, at that level, every member of the Executive Committee either has been, or will be, the NAA Chair, so I think it takes special leadership skills to make a “loaded” committee function at its best. The visionary will share where NAA should be going, listen to opinions and ideas form others (including opposing viewpoints), and then build consensus for a plan to move forward.

Q: What have you most enjoyed about serving in volunteer leadership roles for NAA or your local affiliate?

A: Serving satisfies my need to try to make a difference--in our affiliates, NAA, and our industry. Serving also provides me a great learning and growing platform, which makes me a better leader for my own company as well as NAA. I get great satisfaction in participating in an organization that has raised the level of professionalism in our industry, and motivates me to give back to an organization that has been so helpful to me and my company.

Q: What is one piece of advice for someone who was interested in becoming a NAA leader?

A: Look for a place to jump in--get involved. Begin by coming early to the three conferences in time to sit in the gallery for committee meetings that might interest you (most are open). Volunteer to serve on a committee, further demonstrating your interest and level of commitment. Simultaneously, seek an opportunity to get involved in Leadership Lyceum. As your involvement and commitment grows, so too will your opportunities for leadership.

Q: How much of a time commitment have you had to make to serve as an NAA leader?

A: At minimum, I knew I had to be able to commit to the three annual conferences, plus a day or two extra for committee meetings before each conference. From there, the time commitment has increased as the level of responsibility has increased. For me today, it includes extra board meetings, conference calls and a lot of reading. Of course, this creates increasing pressure to hold to proper priorities (work vs. voluntary services). For most of us, the paycheck has to come first, so there is a balance that has to be found. It is important to have the support of employers and family with increased commitment.

Q: Has your service to NAA provided any unanticipated professional benefits?

A: Absolutely. I think our company is taken more seriously because of our involvement in a global association that is focused on so many aspects of our industry, and the ability it gives us to be better trained, better informed and more aware of the activity of our industry worldwide.

Leadership Lyceum is run by the NAA Education Institute, and presented by American Utility Management (AUM). The 2017 class is currently being formed. For information about the program, the appointment process or competitive fellowship applications, please visit www.naahq.org/learn, then click on Leadership Training.