2009

TheHighlyEffectiveProject ManagementSpeaker

JanieArchuleta President,PearlCityToastmasters 3/25/2009

TheHighlyEffectiveProjectManagementSpeaker 2009

TableofContents
WhatMakesYouaHighlyEffectiveProjectManagementSpeaker?2 4KeyPrinciplesforaPrincipleCenteredOrganization QuickSummaryofThe7HabitsofHighlyEffectivePeoplebyStephenR.Covey Whatleadershipstyleareyou?....3 BureaucraticLeadersAreverystructuredandfollowprocedures CharismaticLeadersLeadbyinfusingenergyandeagerness AutocraticLeadersAregiventhepowertogivedecisionsalone,havingtotalauthority HowDoYouInfluenceOthers?.37 LeadershipAssessmentQuizEvaluation&Answers 3TacticsofHighInfluence:Collaboration/ConsultingRationalPersuasionUseofAuthority 3WaysPeopleReacttoHighInfluenceTactics:CommitmentComplianceResistance ProjectManagementBodyofKnowledgePMBOK3rdEdition..78 Diagram:CommunicationBasicDiagram3FilterswithDiagram Diagram:Power/InterestGridwithStakeholders ProjectCommunicationsManagement4ProcessGroups HelpfulTipsonOvercomingtheFearofPublicSpeaking9 PublicSpeakingBasicRules..9 HowtojoinalocalToastmasterschapterinHawaii9 LocalChapter,PearlCityToastmasters:http://pearlcity.freetoasthost.net/ DistrictList(63LocalChapters):www.district49.org Visitourregionalwebsite:www.toastmasters.org HowtojoinourlocalProjectManagementInstitute(PMI)inHawaii9 Local:PMIHonoluluwww.pmihonoluluchapter.org Visitourregionalwebsite:www.pmi.org ResourcesCitedandRecommendedReading.1013 ProjectPortfolioManagement(PPM)solutionsforcommunicationplanning GuestSpeakers MembershipForms Successistheabilitytogofromfailuretofailurewithoutlosingyourenthusiasm SirWinstonChurchill
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TheHighlyEffectiveProjectManagementSpeaker 2009
WhatMakesYouaHighlyEffectiveProjectManagementSpeaker? 4KeyPrinciplesforaPrincipleCenteredOrganization: Thekeytobecomingtrulyprinciplecenteredisbyaligningyourlifewithcorrectprinciples.Thechangeshould progressonfourlevelsasstatedinStephenR.Coveysbook,PrincipleCenteredOrganizations: LevelOne:Personalyourrelationshipwithyourself. LevelTwo:Interpersonalyourrelationshipsandinteractionswithothers. LevelThree:Managerialyourresponsibilitytogetyourjobdonewithothers. LevelFour:Organizationalyourneedtoorganizepeople(torecruitthem,trainthem,compensatethem,build teams,solveproblems,andcreatealignedstructure,strategy,andsystems). Eachlevelhasacorrespondingkeyprinciplethatyouwillneedtocenteron:Trustworthinessatthepersonallevel. Trustattheinterpersonallevel.Empowermentatthemanageriallevel.Alignmentattheorganizationallevel. Understandthe7HabitsofHighlyEffectivePeopleasmentionedinStephenR.Coveysbook. Habit1:BeProactive:PrinciplesofPersonalChoice Habit2:BeginwiththeEndinMind:PrinciplesofPersonalVision Habit3:PutFirstThingsFirst:PrinciplesofIntegrity&Execution Habit4:ThinkWin/Win:PrinciplesofMutualBenefit Habit5:SeekFirsttoUnderstand,ThentobeUnderstood:PrinciplesofMutualUnderstanding Habit6:Synergize:PrinciplesofCreativeCooperation Habit7:SharpentheSaw:PrinciplesofBalancedSelfRenewal Whatleadershipstyleareyou? BureaucraticLeadersAreverystructuredandfollowprocedures CharismaticLeadersLeadbyinfusingenergyandeagerness AutocraticLeadersAregiventhepowertogivedecisionsalone,havingtotalauthority HowDoYouInfluenceOthers? LeadershipAssessmentQuizEvaluation&Answers Howdoyouinfluenceothers?
1. Youwouldliketoofferapeersomeadvicethatwouldhelpthembecomemoreintunewithhowthingsreallygetdone inthisorganizationandallowthemtobeseeninamorepositivelightbymanagement.Wouldyou:

TheHighlyEffectiveProjectManagementSpeaker 2009

2. A. B. C. Gentlycriticizetheirpresentapproachandtellthemthemoreproductivealternative. Enthusiasticallyevokeapictureoftheexistingpossibilitiesofanalternativeapproach. Empathizewiththeircurrentapproachandjointlyexplorealternatives.

Anemployeeyouhaveamentoringrelationshipwithisn'tevencomingclosetolivinguptotheirpotential.Duringa discussiondoyou: A. B. C. Trytoinspirethemtomoveforwardtoahigherlevel. Encouragethembyreflectingontheircurrenteffortsandtheirlevelofsatisfactionandneedtogrow. Makestrongsuggestionsofwhattheyshouldbedoing

3.

Oneofyouremployeesneedstotakeamoreproactiveapproachtomanagingtheirowndevelopmentandcareer. Wouldyou: A. B. C. Participatewiththeminfiguringoutwhattheywanttodoandthepathtoachievethesegoals. Orderthemtoestablishacareerplanforthenextyearwithspecificmilestonedates. Uselogictoconvincethemofthevalueofbeingresponsiblefortheirowncareer.

4. 5.

Amuchyoungeremployeeneedstohavemoreselfconfidenceintheirnaturalskillsandabilities.Wouldyou: A. B. C. Confrontthemwithspecificexamplesanddevelopacourseofaction. Provideevidencehowmoreselfconfidencewillallowthemtoreachtheirobjectives. Acceptwheretheyareandoffertoworkwiththemtoimprove.

Oneofyouremployeeshasjustmiserablyfailedonanassignment.Thegoodnewsisthatthereistremendous opportunitytolearnfromthisfailure.Whenreviewingtheassignmentwouldyou: A. Persuadethemtoobjectivelyevaluatetheireffortsandwhatcould/shouldhavebeendifferently. B. Explainwhattheendresultscouldhavebeenandaskthemtodescribewhatcouldhavebeendoneto accomplishthem. C. Relyonyourexpertisetodefinewhattheyshouldhavedoneandtheimplicationsforfutureassignments.

6.

Apeerhascometoyouforinputonhowtoresolveadifficultsituation.Wouldyou: A. Withholdyourviewsuntilyoumutuallyunderstandwhattheotherpersonistryingtoaccomplishand alternativestheyhaveconsidered. B. Tellthemwhatandhowyouwouldgoabouthandlingthesituation. C. Explainwhat'sinitforthemiftheyweretohandlethesituationthewayyouthinkitshouldbeapproached.

7.

Youhaveinformationthatanemployeehassomepersonalhabitsthatareandwillbedetrimentaltothem.Isitbest to: A. B. C. Letthemknowwhattheyneedtodoandthatyourexpertisetellsyouthisistherightwaytogo. Appealtothecommonvaluesyouhaveindefininganalternativeapproach. Offeranumberofalternativesbutallowtheemployeetomaketheirownchoices.

8.

Oneofyouremployeesisriskaverseandneedstobepushedtotakemorerisks.Doyou: A. Providethefactualinformationthat,overthelongrun,takingcalculatedrisksarepersonallybeneficial. B. Exploreandsummarizetheirreasonsforavoidingriskthensupportthemistakingsomesmallstepstotake morerisks. C. Defineaspecificactivityrequiringrisktakingandsetatimedeadlineforthemtodowhatyouareasking.

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TheHighlyEffectiveProjectManagementSpeaker 2009

9. Apeerneedstochangehowtheyworkwithmembersofyourteam.Theirpresentbehaviorisannoyingandcausing otherstoignorethecontributionsthispersoncouldmake.Doyou: A. Invitethemtoameetingwithyourteamwhereyouwillfacilitateanopendiscussionofideasonhowtomake relationshipsevenbetterthantheyare. B. Tellthemtheeffectsoftheircurrentbehaviorandaskthattheystopwhattheyaredoingandimplement whatyoufeelwouldbeaproductivealternative. C. Explainthecostsassociatedwiththeirpresentapproachandsellthemonanalternativeyoufeelwouldwork betterwiththeteam. 10. Youremployeeshiesawayfrombeingpersonallyresponsibleandaccountablefortheirdecisions.Wouldyou: A. Relyonyourexperiencetoconveytheproblemsthiswillcreateanddon'tstopuntilyouhavetheiragreement toactdifferently. B. Conveyhowthecurrentapproachwillkeepthemfrommeetingtheiraspirationsandpersuadethemtotakea differentcourseofactions. C. Offertoworkwiththemtofeelcomfortableenoughabouttheirdecisionstoownthem. ************************************************************* ANSWERS 1. Youwouldliketoofferapeersomeadvicethatwouldhelpthembecomemoreintunewithhowthingsreallygetdone inthisorganizationandallowthemtobeseeninamorepositivelightbymanagement.Wouldyou: A.(Push)Gentlycriticizetheirpresentapproachandtellthemthemoreproductivealternative. B.(Sell)Enthusiasticallyevokeapictureoftheexistingpossibilitiesofanalternativeapproach. C.(Join)Empathizewiththeircurrentapproachandjointlyexplorealternatives. Anemployeeyouhaveamentoringrelationshipwithisn'tevencomingclosetolivinguptotheirpotential.Duringa discussiondoyou: A.(Sell)Trytoinspirethemtomoveforwardtoahigherlevel. B.(Join)Encouragethembyreflectingontheircurrenteffortsandtheirlevelofsatisfactionandneedtogrow. C.(Push)Makestrongsuggestionsofwhattheyshouldbedoing Oneofyouremployeesneedstotakeamoreproactiveapproachtomanagingtheirowndevelopmentandcareer. Wouldyou: A.(Join)Participatewiththeminfiguringoutwhattheywanttodoandthepathtoachievethesegoals. B.(Push)Orderthemtoestablishacareerplanforthenextyearwithspecificmilestonedates. C.(Sell)Uselogictoconvincethemofthevalueofbeingresponsiblefortheirowncareer. Amuchyoungeremployeeneedstohavemoreselfconfidenceintheirnaturalskillsandabilities.Wouldyou: A.(Push)Confrontthemwithspecificexamplesanddevelopacourseofaction. B.(Sell)Provideevidencehowmoreselfconfidencewillallowthemtoreachtheirobjectives. C.(Join)Acceptwheretheyareandoffertoworkwiththemtoimprove. Oneofyouremployeeshasjustmiserablyfailedonanassignment.Thegoodnewsisthatthereistremendous opportunitytolearnfromthisfailure.Whenreviewingtheassignmentwouldyou:
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2.

3.

4. 5.

TheHighlyEffectiveProjectManagementSpeaker 2009

A.(Sell) Persuadethemtoobjectivelyevaluatetheireffortsandwhatcould/shouldhavebeendifferently. B.(Join) Explainwhattheendresultscouldhavebeenandaskthemtodescribewhatcouldhavebeendoneto accomplishthem. C.(Push) Relyonyourexpertisetodefinewhattheyshouldhavedoneandtheimplicationsforfuture assignments. 6. Apeerhascometoyouforinputonhowtoresolveadifficultsituation.Wouldyou: A.(Join) Withholdyourviewsuntilyoumutuallyunderstandwhattheotherpersonistryingtoaccomplish andalternativestheyhaveconsidered. B.(Push) Tellthemwhatandhowyouwouldgoabouthandlingthesituation. C.(Sell) Explainwhat'sinitforthemiftheyweretohandlethesituationthewayyouthinkitshouldbe approached. 7. Youhaveinformationthatanemployeehassomepersonalhabitsthatareandwillbedetrimentaltothem.Isitbest to: A.(Push) B.(Sell) C.(Join) Letthemknowwhattheyneedtodoandthatyourexpertisetellsyouthisistherightwaytogo. Appealtothecommonvaluesyouhaveindefininganalternativeapproach. Offeranumberofalternativesbutallowtheemployeetomaketheirownchoices.

8.

Oneofyouremployeesisriskaverseandneedstobepushedtotakemorerisks.Doyou: A.(Sell) Providethefactualinformationthat,overthelongrun,takingcalculatedrisksarepersonally beneficial. B.(Join) Exploreandsummarizetheirreasonsforavoidingriskthensupportthemistakingsomesmallsteps totakemorerisks. C.(Push) Defineaspecificactivityrequiringrisktakingandsetatimedeadlineforthemtodowhatyouare asking.

9.

Apeerneedstochangehowtheyworkwithmembersofyourteam.Theirpresentbehaviorisannoyingandcausing otherstoignorethecontributionsthispersoncouldmake.Doyou: A.(Join) Invitethemtoameetingwithyourteamwhereyouwillfacilitateanopendiscussionofideasonhow tomakerelationshipsevenbetterthantheyare. B.(Push) Tellthemtheeffectsoftheircurrentbehaviorandaskthattheystopwhattheyaredoingand implementwhatyoufeelwouldbeaproductivealternative. C.(Sell) Explainthecostsassociatedwiththeirpresentapproachandsellthemonanalternativeyoufeel wouldworkbetterwiththeteam.

10.

Youremployeeshiesawayfrombeingpersonallyresponsibleandaccountablefortheirdecisions.Wouldyou: A.(Push) Relyonyourexperiencetoconveytheproblemsthiswillcreateanddon'tstopuntilyouhavetheir agreementtoactdifferently. B.(Sell) Conveyhowthecurrentapproachwillkeepthemfrommeetingtheiraspirationsandpersuadethem totakeadifferentcourseofactions. C.(Join) Offertoworkwiththemtofeelcomfortableenoughabouttheirdecisionstoownthem.

3TacticsofHighInfluence:Collaboration/ConsultingRationalPersuasionUseofAuthority ResultsofInfluenceTacticsQuiz
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TheHighlyEffectiveProjectManagementSpeaker 2009
Theeffectivenessofthetacticsyouusetotrytoinfluenceothersisdeterminedbyhowpeoplereactto thosetactics.InthisResultswindowwewillexplainthedifferenttacticsthatpeopleusetoinfluenceothers, examinehowotherstypicallyreacttothosetacticsandthenexaminewhatyouranswerssuggestabouttheway youattempttoinfluenceothers. Therearethreegeneralcategoriesoftacticsusedtoinfluenceothers: Collaboration/consultation(Join):Buildingtheotherperson'senthusiasmbyappealingtohisor hervalues,ideals,and/oraspirations.Toseektheotherperson'sparticipationinplanningastrategyorbeing willingtomodifyaproposaltorespondtotheotherperson'sconcerns. Rationalpersuasion(Sell):Appealingtotheotherperson'sfeelingofloyalty,andusinglogical argumentsandfactualevidencetopersuadetheotherpersonthatproposalsorrequestsareworthwhile. Useofauthority(Push):Usingdemandsorthreats,enlistingtheaidorendorsementofother people,orclaimingauthoritybasedonorganizationpolicies/rules/traditionstoinfluencethepersontodowhatis wanted. 3WaysPeopleReacttoHighInfluenceTactics:CommitmentComplianceResistance Peoplegenerallyreacttoinfluencetacticsinthreedifferentways: Commitment:Theotherpersonagreesinternallywithanactionordecision,isenthusiasticaboutit,andis likelytoexerciseinitiativeanddemonstrateunusualeffortandpersistenceinordertocarryouttherequest successfully. Compliance:Theotherpersoncarriesouttherequestedactionbutisapatheticratherthanenthusiastic, makesonlyaminimaloraverageeffort,anddoesnotshowanyinitiative. Resistance:Theotherpersonopposestherequestedactionandtriestoavoidcarryingitoutbyrefusing, arguing,delaying,orseekingtohavetherequestnullified. ProjectManagementBodyofKnowledgePMBOK3rdEdition Diagram:CommunicationBasicDiagram3FilterswithDiagram ThreeKindsofFiltersinCommunication:Afilterissomethingthatpreventstherecipientfromreceivingthe message.InformationalFiltersThemessageisencodedinalanguagethatthereceiverisnotfamiliarwith.This couldbeaforeignlanguageortheuseofunfamiliarterms,suchasjargon.PhysicalFiltersAphysicalcondition thatpreventsthereceiverfromunderstandingthemessage.Example:fatigueorjetlag.PsychologicalFiltersA philosophyorworldviewthatinfluenceshowtherecipientinterpretsthemessage.Example:InAsia,whiteisthe colorofdeath. StatisticsreportedintheCHAOSreportalwaysseemtoconcludethesamething:MostITprojectsarefailing.The predominantreason:communicationbreakdown.TheStandishGroup(May1,2008)
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TheHighlyEffectiveProjectManagementSpeaker 2009
CommunicationDiagrams

Diagram:Power/InterestGridwithStakeholders BasedonthePower/InterestGridaboveinyourstakeholderanalysis,enterthestakeholders'names,their influenceandinterestinyourjoborproject,andyourcurrentassessmentofwheretheystandwithrespecttoit. ThePMBOKrecognizes5basicprocessgroupsand9knowledgeareastypicalofalmostallprojects.Thebasic conceptsareapplicabletoprojects,programsandoperations.Thefivebasicprocessgroupsare:Initiating, Planning,Executing,MonitoringandControllingandClosing. Thereisanoverlapinprocessesandallinteractwitheachotherthroughoutaproject.Processesaredescribedin termsof:Inputs(documents,plans,designs,etc.)ToolsandTechniques(mechanismsappliedtoinputs)and Outputs(documents,products,etc.). Thenineknowledgeareasare:ProjectIntegrationManagement,ProjectScopeManagement,ProjectTime Management,ProjectCostManagement,ProjectQualityManagement,ProjectHumanResourceManagement, ProjectCommunicationsManagement,ProjectRiskManagementandProjectProcurementManagement. ProjectCommunicationsManagement4ProcessGroups DuringthispresentationwefocusedontheProjectCommunicationsManagementportionofthenineknowledge areas.ThekeyconceptsforCommunicationsManagementare:CommunicationPlanning,InformationDistribution, PerformanceReportingandManagingStakeholders. CommunicationPlanning:Determiningtheinformationandcommunicationsneedsoftheprojectstakeholders. InformationDistribution:Involvesmakinginformationavailabletoprojectstakeholdersinatimelymanner whichincludesimplementingthecommunicationsmanagementplan,aswellasrespondingtounexpected requests.PerformanceReporting:Involvesthecollectionofallbaselinedata,anddistributionofperformance informationtostakeholders.Thisperformanceinformationincludeshowresourcesarebeingusedtoachieve projectobjectives. ManagingStakeholders:Thisprocessinvolvesactivelymanagingcommunicationstosatisfytheneedsofall stakeholders(PMBOK,3rdEdition)
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TheHighlyEffectiveProjectManagementSpeaker 2009
HelpfulTipsonOvercomingtheFearofPublicSpeaking Knowyourmaterialanddonotrelypurelyonnotes.Haveanindexcardorhalfsheetwithmainbulletpoints duringyourspeech.Useyourmemoryforamorefavorablepresentationonlyifyouhaveampletimetopractice. Makeitapointtoincludearelatedstorytoyourbulletpointssopeoplecanrelatetoyou.Beyourselfandhavefun! PublicSpeakingBasicRules Neverleavethelecternuntilsomeonehaswalkedupandacknowledgedyou.Alwaysspeakintheallottedtime availabletoyou.Alwayshaveanintroduction,bodyandconclusioninallyourpresentations.Whenintroducinga speakeralwaysusethe3CsContent,ContextandCredibility.Content:Giveabriefsentencedescribingwhatthe speakerplanstotalkabout.Context:Explainwhythetopicistimelyandimportanttolisteners.Credibility:Explain howtheywilllearnfromthisexperiencedprofessionalonthistopic.(Varman:2829) Forexample:Ournextspeakerwillbediscussingthe3QuickStepstoPublicSpeaking.Thissubjectisverycrucialto yourcommunicationsskillsandplanning.Ourspeakerisaretiredexecutivewithextensiveexperiencein communications.HeholdstheDistinguishedToastmasterdesignation,oneofthehighestachievementsin Toastmasters.HehaswonHawaiiwidecompetitionsinspeakingbothhumorousandinspirational.Pleasehelpme welcomeRonMobleyDTM. 3QuickSteps:KnowYourAudience,KnowYourMaterialsandKnowYourLimitations KnowYourAudience:ExecutivesneedhighlevelinformationTeammembersneedtoknowtheimportanceof communication.KnowYourMaterials:Stateyourpurpose&scopeFindSolutionsMakeRecommendations KnowYourLimitations:Dontspeakonbehalfofsomeoneelsesprojectevenifyouareabetterspeaker. HowtojoinalocalToastmasterschapterinHawaii Thereareatleast63localToastmasterchaptersinHawaii.Locationshouldbechosenbasedonyourtimeand availability.ForExample:IbelongtoPearlCityToastmasterswhichisthehalfwaypointbetweenworkandhome. ThescheduleiseveryFirstandThirdTuesdayofthemonthfrom7:00pm8:00pm. Local:PearlCityToastmastersWebsite:http://pearlcity.freetoasthost.net/ DistrictList(63LocalChapters):www.district49.org Visitourregionalwebsiteformoreinformation:www.toastmasters.org HowtojoinourlocalProjectManagementInstitute(PMI)inHawaii WehaveonelocalchapterforPMIHonolulu.Youcanjoinbycontactingourlistedofficersordropbythemonthly luncheons.Visitourlocalchapterwebsite:www.pmihonoluluchapter.org Visitourregionalwebsiteformoreinformation:www.pmi.org
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TheHighlyEffectiveProjectManagementSpeaker 2009

ResourcesCited
AGuidetotheProjectManagementBodyofKnowledge(PMBOKGuide)ThirdEditionProjectManagement BodyofKnowledge3rdEdition.ProjectCommunicationsManagement LeadershipSelfAssessment.19March2009.<http://www.nsba.org/sbot/toolkit/leadSA.html> PrimaryResearch,ITProjectManagementSuccess.19March2009.<http://www.standishgroup.com/> LeadershipMotivationQuiz.19March2009.<http://www.mindtools.com/pages/article/newLDR_01.htm> Pierce,JonL.,Newstrom,JohnW.(5thEdition2008).Leaders&TheLeadershipProcess,McGrawHillIrwin. ProjectFailureDueToPoorCommunications.19March2009. <http://www.mpug.com/News/Pages/080501b.aspx.aspx> Varma,Michael.RxforaGoodSpeechIntroduction.ToastmastersMagazineNovember2008:2829 Wikipedia:AGuidetoProjectManagementBodyofKnowledge.19March2009. <http://en.wikipedia.org/wiki/Project_Management_Body_of_Knowledge> RecommendedReading: TheArtofPublicSpeakingbyDaleCarnegie:FreeeBook http://manybooks.net/titles/carnegieda163116317163178.html PrincipleCenteredLeadershipbyStephenR.Covey http://www.bizsum.com/2page/b_PrincipleCenteredLeadership.php Maltz,Maxwell.PsychoCybernetics.NewYork:PocketBooks,1960 Drucker,Peter.TheEffectiveExecutive.NewYork:HarperCollins,2006 Drucker,Peter.WhatMakesandEffectiveExecutiveHarvardBusinessReviewJune2004 RecommendedProjectPortfolioManagement(PPM)Communication: PlanviewEnterpriseProjectManagementhttp://www.planview.com/ HPProjectPortfolioManagement https://h10078.www1.hp.com/cda/hpms/display/main/hpms_content.jsp?zn=bto&cp=11116 18%5E1313_4000_100__&jumpid=reg_R1002_USEN BorlandTempoProjectPortfolioManagement http://www.borland.co.kr/resources/en/pdf/products/tempo/tempo_faq.pdf SerenaMarinerforProjectPortfoliohttp://www.serena.com/ ORACLE/Primaverahttp://www.oracle.com/primavera/index.html MicrosoftProjectPortfoliohttp://office.microsoft.com/enus/portfolioserver/FX101674151033.aspx?ofcresset=1
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TheHighlyEffectiveProjectManagementSpeaker 2009

GuestSpeakers
JanieArchuleta,CCPearlCityToastmasters,President&PMIMember Email:Janie@ArchuletaInternational.com eBook:www.uniquestuff.com/toastmasters/WORKBOOK_PMI.pdf ITConsultantandCoachforAIC,Inc. HoldsabachelorsdegreeinBusinessAdministration,ComputerInformationSystems andanAssociatesinRealEstate&FinancialPlanningInvestments. RonMobley,DTM,PDGCommitteeParliamentarianDistrict49 Aretiredbankexecutivewhohasserved17yearsintheU.S.AirForce. HasaMastersdegreeinManagementandPhDinEducation.RonhaswontheHawaiiwide competitioninspeakingforbothcategories:humorousandinspirational.Hewasawardedthe ToastmasteroftheYearHonorforcommunicationandleadership.HeiscurrentlyaDistinguished Toastmaster(DTM),whichisthehighestlevelthatcanbeachieved. Email:ronmobley@hawaii.rr.com CatSawai,ACB,ACLLt.GovernorofEducation&TrainingDistrict49 Catlovestheexperienceoflearningandservingothersthroughvoluntaryleadershiproleswithin thedistrict.SheisacivilengineerfortheHonoluluBoardofWaterSupply.Shecoordinatesthe DepartmentsInternalWaterConservationProgramtopromotetheDepartmentscoremissionof KaWaiOlaWaterforLife.Email:cat@gilwell.com AnneMyers,ACB,ALCLt.GovernorofMarketingDistrict49 AnneworksforFirstHawaiianBankasaBusinessSystemsOfficersupportingtheCustomer Informationapplication.Shehasbeeninthebankingfieldforover25years.SheholdsaBachelor ofArtsinBusinessAdministration.Email:808anne@gmail.com JeffBeard,DTMMentorPearlCityToastmasters JeffhasbeenamemberofToastmasterssince1986.HehasachievedtheDistinguishedToastmaster Award(3times),andhasservedasDistrictGovernorforToastmasters.Heiscurrentlyamember of3ClubsPearlCity,Laulima(anadvancedspeakingClub),andHo'oponoponoPa'ahao(aprison Club).Email:jeffhawaii@aol.com ForMoreInformationonToastmasters: www.Toastmasters.org

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