Why do you want to be a board member?
To assist with Strategic Focus
If elected to the board, what will your priorities be?
What is your long-term vision for the future of Flashpoint Artists Initiative?
Stable event operations promoting ongoing art development in our community
What would you most like to contribute as part of the FAI BOD?
Previous experience in strategic operations
Please tell us about the experience (professional, burn world, or otherwise) that you can contribute to the FAI BOD.
Board Member, Theme Camp Food lead, business world management, college professor... generally, I'm one of those organized high-level 60,000 ft view people that work out the landscape so those that want to get things done have a place to do them. I interface with legal teams, insurance, and tech easily. I have not got the marketing background of others so I do the drudgework side.
What roles have you served in at Alchemy and/or Euphoria? In leadership positions at other burns?
Ranger, Lamplighter, Placement Volunteer, general Volunteer, Build Volunteer, Board Member, President of the Board
Please describe your leadership style and experience (in detail).
I prefer to facilitate the empowerment of tactical teams, giving focus on those that have passion to perform and excel so that they can achieve their goals, by organizing opportunities and removing roadblocks so that the outcomes can be reached with minimal stress and maximal effort. This is best accomplished by focusing on long-term goals and organizational strategy so that the frameworks for functional flow can self-regulate operational teams through to the front line of action. In the end I prefer to take as little credit as I can, making sure those that are DOING are seen for what they do, and when individual effort is not easily called out, calling out teams or the nebulous "us", so that people realize the importance of pulling together to make the big things happen.
Please describe a time you faced a difficult leadership situation and the steps you used to resolve it (in detail).
We were struggling to find insurance for our events. I had been calling major suppliers across every continent with an agent or company, and had tried redefining our art projects to meet policy types (are we a circus? a festival? a faire? a private educational program with temporary housing?) I reached out to a few community members and asked for input and received some promising leads, but we were getting down to the wire and I was about to have to notify teams of the risk to cancel or delay our event outright. I elected to let them know we were at risk but doing all we could, and they gave me strong positive feedback that they wanted to go forward as much as possible, leading me to check into self-insurance and bonding potential in order to push through and keep the teams happy. We got a last-minute quote that was viable and with hours to spare we got a policy rider set in place, but we knew we could be dropped DURING the event, so we told all the teams to be extra safe and keep an eye on "not doing the dumb". And, it lead to a culture of risk management, where we know dumb happens, but we can work around it. I hated having to be in that "it's all on me - do I pull the plug on this" role, but I knew we wanted to have protections in place. The right solution was to get team buy-in and work out a plan forward so it wasn't just on me to be the heavy.
How many licks does it take to get to the center of a Tootsie Roll Tootsie Pop? Why?
1, then bite. Patience doesn't suit a diabetic with bad teeth.