Download Facilitators will introduce themselves.

Facilitator Guide
Leadership Development
High Plains Division Summit
2009
Leadership Development
High Plains Division Summit-- 2009
Module Overview
Audience:
 American Cancer Society staff, Division Relay For Life Event Chairs
 Recommended group size: 50
Objective:
 To learn the components of building and sustaining a successful committee.
Time Required: 75 minutes
Preparation:
Room Set-Up:
 Classroom Style
 Table in front of the room for facilitator materials, handouts, etc.
 Decorations
 Flip Chart and Easel.
Allow sufficient time to:
 Create flipcharts.
 Copy and distribute handouts.
 Decorate the room.
 Welcome participants.
All preparation should be completed at least 30 minutes before the session.
Materials:
 Quotes to decorate the walls
 Balloons or other decorations
 Markers (provided)
 Tape (provided)
 Boom box playing music (provided)
 Two flip chart pads (provided)
 Candy (optional)*
Icons
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Facilitator creates a flip chart.
Facilitator shows a video
Exercise performed by participants; or activity lead by facilitator
Information in a PowerPoint slide
Facilitator asks a question of participants.
Indicates a very important point that needs to be addressed
Handout*
*Note—anytime you see this icon it indicates there should be a
corresponding document listed^ as a handout. All handouts will be
inserted as full documents at the end of the guide in the order in which
they are to be referenced during the breakout.
^NB to content writers—please make sure you list the document using the
handout title for easy reference purposes i.e. a document titled “Where to
Find Teams” should be listed as such and not be listed “Community
Mapping.”
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Prepared Flip Charts:
(Insert the actual text needed for each flip chart page below. This is the resource
that the facilitator will use to prepare his/her flip charts that will be utilized during
the session.)
Welcome
Agenda:
Welcome and Introductions
The Philosophy of Relay
Utilizing Blitzes
Leadership in Action
Call to Action
Objectives:
 To learn the components of building and sustaining a successful
committee.
 Explore the strategy of blitzing as a recruitment tool.
 Learn important aspects of leadership.
Ground Rules:
Have fun
Participate
Ask Questions
Be open to new ideas
Look for ways to make it work
Silence cell phones
Share your thoughts
Parking Lot
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Flipcharts for key point #1
The Philosophy: A Relay is only as strong as it’s committee
A Strong Business
 Has a plan
 Seek talented staff and provide the tools for them to succeed
 Communicates well
 Plans not such for now, but for the future
 Turns challenges into opportunity
On Chart: What have we learned?
 While some individual tasks and actions may seem insignificant,
when they address particular needs, a strong end product emerges.
 A committee works more effectively when all members knows what
their assignments are, both as a group and as individuals.
Flipcharts for key point #2
Leadership Blitz Action Plan
1.
2.
3.
4.
5.
6.
Identify Prospects
Be Prepared
Set Appointments
Know your Prospect
Track your success
Follow up
Flipcharts for key point #3
Managing Conflict
 “I” Statements
 Open Communication
 Innocent until proven guilty
 Tools- partnership agreements, summary of conclusion
 Follow Up
Call to Action: Set a time within the next 30 days to meet with your
committee and begin to develop their leadership skills by sharing
this training with them. Execute partnership agreements with them
to attend your Relay University.
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Facilitator Agenda:
(Adjust times as appropriate to fit your needs and your schedule)
Note: it is also suggested that within the body of the facilitator guide that the time for
each agenda topic be broken down further to assist the facilitator in knowing how much
time should be spent on content for that section, how much time for exercises and
activities, etc.
________________________________________________________________
Welcome/Introductions, Agenda review, Objectives
5 minutes
Optional Icebreaker
5 minutes
Agenda Topic #1
20 minutes
Agenda Topic #2
15 minutes
Agenda Topic #3
20 minutes
Review, Wrap-Up, Call to Action
5 minutes
There is a 5 minute cushion built in to the program.
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Welcome/Introductions, Agenda review, Objectives
(5 minutes)
________________________________________________________________
Welcome / Introductions
Facilitators will introduce themselves.
Agenda Review
Facilitator will review the agenda items listed on the agenda flipchart.
Agenda (insert agenda items here)
1.
2.
3.
4.
5.
Welcome and Introductions
The Philosophy of Relay
Utilizing Blitzes to Build Committees
Leadership in Action
Call to Action
Objectives
Facilitator will review the objectives listed on the objectives flipchart.
Objectives:
 To learn the components of building and sustaining a
successful committee.
 Explore the strategy of blitzing as a recruitment tool.
 Learn important aspects of leadership.
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Icebreaker:
(insert your optional icebreaker here – add appropriate amount of time to agenda)
HANDOUT…LEADERSHIP D TOPIC #1: INTERACTIVE ACTIVITY
Notes: Pass out the partially completed Partnership Agreement. Ask the
participants to quickly complete it. Allow only two minutes to complete the plan.
With the next three minutes cover what the expectations are. Ask the participants
what if any benefits there are to completing the agreement and seek a couple of
comments. Try to elicit the theme that by sharing the expectations for the
facilitator and the participants, you ensure the success of the program. Surprises
are eliminated and everyone involved knows what is expected.
Ask how many actually utilize the Partnership Agreement with their committee
members and point out that you will revisit the partnership agreement later in the
session.
HANDOUT…PARTNERSHIP AGREEMENT
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Agenda Topic #1: Leadership Development Philosophy: A Relay is only as strong
as its committee
(20 minutes)
________________________________________________________________
Key Points, include speaking points for each:
Ask: How do know a strong committee when you seen one? What does that look
like?
Ask the audience for answers. If you wish to flipchart some of the answers, do so.
The idea is spend a minute or two just getting the audience thinking about the
concept of a strong committee, whether they are certain at this point if they know the
traits or not. Then proceed with these characteristics:
A strong committee looks and acts very much like a strong business.
On Chart: A Strong Business
 Has a plan
 Seek talented staff and provide the tools for them to succeed
 Communicates well
 Plans not such for now, but for the future
 Turns challenges into opportunity
Would you agree with me then, that our most successful Relay Committees have the
same characteristics as successful businesses? So if you are the CEO of your event,
what do you need to do to create that successful environment for your committee, your
event, and ultimately your community? We said that a strong business and committee
has a plan.
You already have everything you need to put your plan into action. You have the
American Cancer Society’s premiere fundraising event entrusted to you. You have
brand recognition and loyalty. You will seek the most passionate and creative team you
can find. So now that we know what a strong committee looks like, let’s see what you
need to next.
Developing your team strengthens them and is critical to your success.
Remember that we said a successful leader and business has a plan. Well you may
want to run out and get all of your committee members in place. But what you will do
with them when you have them. Before you have them, you need to think of ways that
you can develop them. How they will learn and grow is up to you.
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Ask: Why is developing your leadership (i.e. having a strong event committee)
critical to a Relay’s success?
Again, ask the audience for answers. (Understand that there are probably no incorrect
answers here, only some that are better than others. The goal is for each person in the
room to realize that it is important to develop long-term, lasting leadership that isn’t
about “putting out the fires” of the upcoming Relay, but is all about planning for the
growth and health of future Relays.) Here are a few points you might want to mention:
1. Strong committees develop their own legacy of leadership, whether through
energetic youth, talented team captains, or passionate survivors and caregivers.
2. Strong committees build a culture of volunteerism and advance the mission of
American Cancer Society.
 They brand their community as an American Cancer Society Relay
For Life community, which serves two purposes: 1) making the RFL
logo omnipresent throughout the community and lifting brand
awareness, and 2) opening the door for dialog about other ACS
programs and services.
 When individual members of the committee understand the mission
of ACS, they become ambassadors within their own community, and
they embody the positive volunteer culture of the organization. That,
in turn, serves as an enticement for others to step forward and get
involved.
 The more that committee members – and other volunteers – are
invested in the mission of ACS, the more likely they are to expand
their involvement in other areas beyond Relay (i.e. programs and
services, CPS-3, ACS CAN).
Options for developing your committee members:
Job descriptions/Guide Books. Can’t we just give those out and ensure our success?
No, developing committee members and future leaders is more than just reading. So
the guide books are a good place to start, they are only a start.
One on one training: You could start developing your committee as leaders by sharing
with them what you learned here when you get back. Go over those guides with them
and perhaps invite the previous chair to share their experiences.
Committee Meetings: You can also have a training component on leadership,
communication, and problem solving at each committee meting.
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Relay Universities: Did you know that the statistics show that events that have the
greatest presence at Relay U’s have the greatest success. Relay U’s provide specific
training to each role. They provide a summit like experience that all of your committee
can attend. They help to energize your committee and let them network with other
volunteer leaders from your regions.
So there are several ways to develop our committee members and you can look to your
staff partner and RelayForLife.Org for additional resources. But the thing to remember is
their development is in your hands.
C: Partnership Agreements:
Remember our partnership agreement we completed earlier. This is a tool that will help
support your development efforts by helping you maintain accountability. As we saw in
our agreement, this tool helps to set expectations, define roles, set timelines and
communication guidelines. How many of you have utilized this tool? You may think it is
a lot of work to use this tool, but it will save you a great deal of time later if you make the
investment with your team initially. But remember, you are developing leaders that are
developing leaders. Your committee members need to know how to use this document
with their subcommittees.
Recruiting To a Task Interactive activity
One of the handouts you’ll be given is a Relay For Life Committee Structure chart that
depicts the key positions of an effective event committee. You will see that under the
title of every position is at least one professional position that would exist in many
communities (i.e. under Survivorship Chair is the position of Health Care Rep or
Activities Coordinator), and under that, in italic type, are a few skills, traits or qualities
that would make a person in that committee role especially effective (i.e. for the
Survivorship Chair are the words “knowledgeable, understanding, create, point of
contact”).
Take a few minutes and think about your event committee and your particular
community. Do you know of individuals, by name, who might fit these various
descriptions? It doesn’t need to be someone you know; in fact, as we’ve already stated,
the strongest committee will include people who do not know one another, but represent
various demographics that reflect a microcosm of your community. Write several names
down for each committee position; if you do not know names, then write down the
person’s job title (i.e. administrator of nursing home; activities director at a recreation
center, office manager of oncology clinic).
Share this chart with other members of your committee or key leaders of your event;
use it for a brainstorming session as you seek to develop the strongest event committee
possible, seeking those movers and shakers in your community who just might – if
given the opportunity – share your commitment to fight back against cancer.
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HANDOUT…Leadership D. Recruiting to a Task – ACTIVITY Instructions.
HANDOUT…Leadership D. RFL Committee Structure.
On Chart: What have we learned?
 While some individual tasks and actions may seem insignificant
when they address particular needs, a strong end product emerges.
 A committee works more effectively when all members knows what
their assignments are, both as a group and as individuals.
Supporting flip charts for key points:
See prepared charts
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Agenda Topic #2: Utilizing Blitzes to Build Committees
(15 minutes)
________________________________________________________________
Key Points, include speaking points for each:
What is a Leadership Blitz?

This year more than ever, we need to focus on growing our events by growing
our committees. How can we do this? Through a leadership blitz! The American
Heritage dictionary defines a blitz as an intense campaign. I like to think of a blitz
as a strategic introduction. Not only will we take this opportunity to get to know
our potential committee members, we're going to take the time to let these
individuals get to know Relay For Life.

Think of our most recent presidential campaign. The candidates didn't share one
message with all constituents. Those messages were tailored to each specific
group. For example, when 18-22 year old voters were targeted, campaign
messages were shared via social networking applications (Facebook, Twitter and
My Space) and text message. This is where this group lives!
A leadership blitz is simply focusing on a particular area and blitzing that group to obtain
volunteer interest.
Ask: What are other types or examples of blitzes used by the ACS or other
organizations?
For example, ACS CAN's use of e-mail and text messages requesting recipients to
contact their legislators, etc.
B: What are the benefits of a Blitz?
Ask: Why would a focused group recruiting effort be a benefit to your event?
Ask the audience for answers. If you wish to flipchart some of the answers, do so.
The idea is spend a minute or two just getting the audience thinking about the
concept of blitzing.
Then proceed with these benefits:



Create a culture of success by building committee membership early in our
Relay season which will build momentum for the journey ahead.
Provides an opportunity for the committee to work together on a joint project.
The group works together to establish the plan, they'll have the opportunity to
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
be creative.
Those who have carried out a blitz have also shared that they've found that
working as a team reduces recruiting anxiety.
C: Ensuring Blitz Success

Recognition, recognition, recognition! If you've been around Relay any time
at all, you know that recognizing our volunteers is a crucial part of having
those volunteers continue down their path of success.

Recognition of a committee's blitzing efforts is critical for a long-term buy-in of
this strategy. In the next section of this session, you'll learn more about how
to carry out a blitz. Recognition should occur throughout the planning and
implementation of this strategy.

In addition to recognition at committee and team captain meetings, don't
forget about those opportunities to recognize events and their blitz activities at
training sessions and regional task force meetings.
Interactive activity to support your key points:
I would like everyone to count off by the letters H O P and E.
(Divide participants into groups by letter. Instruct participants to determine a scribe and
someone who will report back)
Leadership Blitz Action Plan
1.
2.
3.
4.
5.
6.
Identify Prospects
Be Prepared
Set Appointments
Know your Prospect
Track your success
Follow up
You have 7 minutes within your groups to develop a Leadership Blitz Action Plan for
your community Relay. Think about what steps are necessary to be organized and
effective. I want you to think about who you want to target? Will you work as teams or
individuals? What will you say and do you have something to leave behind? Think
about all the steps necessary for a fool proof plan – You have 5 minutes and then we
will share your results.
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(After 5 minutes, Give the groups another 2 minutes to determine the top three items on
their lists and circle these. This is what you will ask them to report back on.)
OK, so how did we do? Let’s start with the H team, what are your top three elements to
a successful action plan?
(Go through each group pointing out things they have identified in common.)
You all did a fantastic job! Now lets’ take a look at an actual Leadership Blitz Action
Plan and make sure we haven’t missed an important step.
HANDOUTS… Blitz Action Plan, Blitz Log Sheet and Circle of Influence
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Agenda Topic #3: Leadership in Action
(20 minutes)
________________________________________________________________
Key Points, include speaking points for each:
We have discussed building your committee, but what are some strengths you need to
build as a leader to move your event forward?
A: Data Collection?
Data Collection? Are you serious? What does data collection have to do with
Leadership Development? Well quite frankly everything. Remember that a strong RFL
committee resembles a strong business. Well successful business are constantly
gathering data and assessing that data to help modify their plan and the development of
their staff. You will need to collect and study the data for your event to help you to
continue to grow and provide opportunities for your committee members. You will use
data to set goals and keep things fresh.
B: Conflict Resolution:
This is one of the greatest challenges you will face as an event chair. Let’s take a quick
poll, raise your hands if you like conflict. Usually conflict is not a popular item. But we
all experience it.
Ask: It does have a negative connotation, but is conflict ever a good thing?
Conflict can lead to growth
Conflict can move things forward
Conflict shifts our thinking
Conflict let’s us see other ideas
Conflict allows us to grow and can strengthen relationships through compromise
So if conflict can be good, and we know it is going to happen lets look at some ways to
successfully manage it.
On chart: Managing Conflict
 “I” Statements
 Open Communication
 Innocent until proven guilty
 Tools- partnership agreements, summary of conclusion
 Follow Up
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How to solve them? Unfortunately there is not one right way to solve a conflict. Most
times the situation itself will determine how you should proceed, but when dealing in
conflict resolution, it is best to think back to your 2nd grade guidance counselor and her
great advice: focus on “I” statements, no talking out of turn, respect. You should never
take sides in conflict resolution. Your job as someone who exhibits leadership is to
make sure that the people you are working with can trust you to respect them and their
opinions.
Honest, open communication and innocent until proven guilty. Many times small
conflicts can grow into even bigger ones because the lines of communication are not
open. This has to start with you. If you see conflict brewing, address the parties involved
one on one first, and then if you think it is still necessary, together. Make sure everyone
is aware of this process though. Transparency will ensure you keep their respect and
trust, whether you agree with them or not. Also- look for the good in people, simply
holding out hope that whatever the conflict is was a mistake and not anyone
intentionally causing problems can go a long way for everyone’s feelings through the
resolution process.
Now, sometimes the conflict might be between yourself and another person. In this
situation, the same principles apply. When you are discussing issues you have with
someone else, use the “I” statements. Work hard to avoid placing the blame on
someone else. If people feel like they are being attacked, they will get defensive and be
less responsive to what you have to say. Again, look for the good in the other person
and be prepared to accept some responsibility for the conflict. Ask the other person
questions like, “What can I do to improve this situation?” Hopefully whoever you are
dealing with will reciprocate that sentiment.
Once you have analyzed the situation, summarize your conclusions and agree on
follow-up. Adjust your partnership agreement if necessary.
The results: conflict resolution can take many turns, and it is important that you are able
to adapt to any situation as a leader. You should have a goal in mind when you start the
resolution process, but if in the end it no longer seems feasible, a good superhero
always seems to have a back-up plan to see them through. Be flexible!
C: Succession Planning:
What is it? Succession planning is vital to the success of the organization. If you have a
succession plan, it can never hurt to reevaluate it, and if you do not have one, it is now
your job to make it happen!
Succession planning is more than just choosing new chairs or members, it is about
maintaining the hard work that you put in over the course of the year and ensuring that
this is not just continued, but improved upon.
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So why do we need to have a success plan? Flip chart responses and ensure the
following are covered:
New people are needed to bring in new ideas
Without new volunteers, you will have burnout that will show itself at the event
We have a duty to provide volunteer opportunities for others letting them experience the
joy we have
Succession planning does not mean handing someone a notebook full of stuff and
driving in the other direction blasting “freedom” on the radio. One of the best ways to
transition is to have a retreat. When you select you new members, set aside a Saturday,
or even an overnight if you feel ambitious, for a transition retreat. This is a great time for
the old and new people to talk about ideas and just get to know how things work. Plus,
these can be really fun for everyone and a fresh way to start the year.
During your planning time you can introduce the partnership agreement to set
expectations and term limits.
Real world succession planning: Tie in a real example of what succession planning is.
Look at the presidential transition. Regardless of politics, there was a set plan that was
acted upon to ensure that the change in office was as smooth as possible. Conflicts
arose (tie in to Part A, asking how these conflicts were able to strengthen the team
through learning something new) but were handled with an effective transition plan,
something easily brought back to Relay.
D. Motivation Issues
Your Greatest Resources are Committee members: Never forget that Relay is a
committee-driven event. People like to feel valued, so if you always make your
volunteers feel like they have a real role in the overall success of the event. Even if it’s
a volunteer on trash duty, make them feel loved.
Fan the Flames: When people first join the Relay committee, they’re usually extremely
excited about the cause. Throughout the year, that sentiment can easily wan if they feel
undervalued or disconnected to the cause. Find new ways to reconnect people to what
Relay is all about or to their fellow committee members in fun ways. You can also try to
tailor this by specific committee. For example, registration might not do much in the
Fall.
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Ask: How can you get them more involved so their enthusiasm/connection to
Relay stays strong?
.Interactive activity to support your key points:
At this point, I would like you to take your partnership agreement and I would like for you
to on the back list those committee members that you need to have a partnership
agreement executed. Also write down how you will get a commitment to get them to
your Relay Univeristy. How would you share with them all the importance of succession
planning?
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Review, Wrap-Up, Call to Action
(5 minutes)
________________________________________________________________
Review the objectives of this session to make sure you have come full circle with
your audience. Make this part of the breakout interactive enough as to not lose
participant attention.
Call to Action: Set a time within the next 30 days to meet with your committee
and begin to develop their leadership skills by sharing this training with them.
Execute partnership agreements with them to attend your Relay University and
you are on your way to having a Fortune 500 Relay.
HANDOUTS BEGIN ON NEXT PAGE…….
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LEADERSHIP D TOPIC #1: INTERACTIVE ACTIVITY (ICEBREAKER)
Groups are divided into six people, seated together at individual tables. An envelope is on each table, and
in it are six slips of paper – one for each person in the group. On each slip of paper is instruction for a
single action or behavior by the person holding that paper. Each person at the table is to take one of the
slips of paper and begin acting out its instructions. The first table that can identify what project it is
undertaking as a group is declared the winner. (The facilitator has the key that indicates what tasks are
being done by Envelopes A, B, C, etc.)
Example
In one of the envelopes each slip of paper has one of these instructions:
1. Hold your right arm out in front, your fingers closed with your thumb on top.
Quickly moving your wrist in small, horizontal circles.
2. Put your left thumb under your left arm and your right thumb under your right
arm. Move your elbows up and down quickly as you do deep knee bends. Cluck
once or twice.
3. Touch your thumbs and fingers together end to end as if your fingers are kissing
each other, lightly bang them down on the table and quickly pull them apart.
Repeat over and over.
4. Hold your right hand out as if to shake someone’s hand. Hold your left hand
several inches away and up, closed in a fist, and make circular motions.
5. Hold your left hand out as if you are reading a message in your palm; hold your
right hand several inches away in a fist. Press your right index finger down and
move your right hand in a circle as you make a “psssst” sound with your lips and
tongue.
6. Walk up to the person doing action no. 1 with both fists straight in front of you,
thumbs on bottom holding them over the other person’s outstretched hand.
Shake your left fist up and down a couple of times directly over his/her hand,
then shake your right fist up and down a couple of times directly over his/her
hand.
(The task that the table is accomplishing is scrambling an egg:
1.
2.
3.
4.
5.
6.
Actually cooking the egg in a griddle;
Laying the egg;
Breaking the egg shell;
Whisking the egg in a bowl;
Spraying the griddle with cooking spray;
Adding salt and pepper to the eggs.)
(Other tables could be doing tasks such as packing a suitcase for a trip, changing a flat tire, making a
pizza for delivery, washing – and drying -- dirty dishes.)
The point to be made . . .
Individually, the action might seem insignificant or even strange or bizarre, but when combined with the
actions of the others at the table, it plays an instrumental role, demonstrating that while a particular talent
or skill might not appear integral or valuable, when it addresses an expressed need and is combined with
others’ talents and skills, a strong team emerges. Also, a committee works much more effectively (and
each person is more engaged) when everyone understands what they all are doing – individually and as
a group – and why.
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PARTNERSHIP AGREEMENT
Date:
Location: Dallas Hyatt Regency
Event: High Plains Summit
Volunteer Position Being Discussed: Participant in Leadership Development Breakout
Between
&
(Volunteer)
(Facilitator)
Length of Term: _75 minutes
Key Responsibilities of Volunteer Position: to learn objectives of today’s session, to participate in the
class and ask questions if I do not understand, and to find a way to take the information back to my
committee. If I do not have the answers I need by the end of the session, I will follow up with the
presenter by email.
Key Responsibilities of the Facilitator: To share the materials and answer questions. If the facilitator
does not know the answers, they will promise to get back with me. They will provide an energized and
informative session. They will end the session on time.
Training/Skill Development Needed: Skill development will focus on Leadership Development as it
relates to building and sustaining growth.
Facilitator Needs: a respectful learning environment and volunteers to participate.
Volunteer Needs:
Necessary Communication:
 Time Requirements:
o 75 minutes
Volunteer Comments:
I have read and agree to the following:
Participating today
Asking Questions
Sharing experiences
Following the ground rules
Commit to the Call to Action
We have discussed the following:
Event 1,000-Day Journey
Agreed to on
(Date) by:
Facilitator
Leadership Volunteer
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Recruiting To a Task
Interactive activity
One of the handouts you’ll be given is a Relay For Life Committee Structure chart that depicts the key
positions of an effective event committee. You will see that under the title of every position is at least one
professional position that would exist in many communities (i.e. under Survivorship Chair is the position of
Health Care Rep or Activities Coordinator), and under that, in italic type, are a few skills, traits or qualities
that would make a person in that committee role especially effective (i.e. for the Survivorship Chair are
the words “knowledgeable, understanding, create, point of contact”).
Take a few minutes and think about your event committee and your particular community. Do you know of
individuals, by name, who might fit these various descriptions? It doesn’t need to be someone you know;
in fact, as we’ve already stated, the strongest committee will include people who do not know one
another, but represent various demographics that reflect a microcosm of your community. Write several
names down for each committee position; if you do not know names, then write down the person’s job
title (i.e. administrator of nursing home; activities director at a recreation center, office manager of
oncology clinic).
Share this chart with other members of your committee or key leaders of your event; use it for a
brainstorming session as you seek to develop the strongest event committee possible, seeking those
movers and shakers in your community who just might – if given the opportunity – share your commitment
to fight back against cancer.
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Leadership Blitz Action Plan
The Relay For Life staff partner and planning committee should meet to plan a leadership
recruitment blitz early in the season. The following are the steps to planning a successful
recruitment blitz:
1. Identify Prospects
 Have a brainstorming session. The Circle of influence and community mapping tools are
great to get things started!
 Create a warm lead list: who do you know?
 Create a general lead list by targeting civic organizations, chambers, medical
facilities, churches, schools, etc. - leaders are found everywhere!
Don’t forget your current Relay contacts. Your staff partner can provide lists of
Relay participants, donors, and sponsors


Compile a “Blitz HIT LIST” – by location: company name, address, phone & contact name
whenever possible
Assign “Blitz Hits” to committee members
2. Be prepared by creating a recruitment packet:
What resources do you want to share?





Brochure/Fact Sheet
Committee meeting schedule
Business cards (contact information)
Job descriptions
video
3. Set Appointments
 Determine when the group will blitz
 Will you be making phone calls, personal visits, or both?
 If the door is open, we are happy to do presentations to civic groups and businesses!
4. Know your prospect
 Familiarize yourself with that community’s demographics and the menu of ACS
opportunities for that particular community
 Google company websites and print NCT flyers
5. Track your success
 Use field logs to track the contacts you make
 Take notes to include the best way to follow up, email or telephone, as well as anything
you spoke about
6. Follow-up
 Staff and event chair will schedule a couple of days after the blitz to do the follow-up from
the field logs that are used at the blitz and determine which contacts have an interest in
joining the planning committee
 Do partnership agreement
 Review job description
 Offer training
Leadership Development
High Plains Division Summit-- 2009
Resources
Additional resources to supply you with a variety of support materials, websites, speaking points
and templates. When formulating a plan for your Relay For Life Leadership Blitz Week, please
consider utilizing the following resources for additional ideas:




www.cancer.org
www.societylink.org
www.relayforlife.org
www.acscan.org/relay
Circle of Influence
Worksheet. doc
Blitz Field Log
09-1.xls
26
Event Name:
Date of Blitz Day:
Volunteer Name:
RFL Prospect/Location
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
SAMPLE: Starbucks
Relay For
Life of
Contact Name
& Title
Jim Myers,
Manager
Phone
Number/Email
[email protected]
Best
way/time to
contact
AM - either
Area of
interest
Food & Bev.
Committee
Information
left behind
Notes
Follow-Up Plan
brochure &
business
card
Mom is a
survivor.Jim
has been
looking for a
way to
volunteer.
I will email this
week
Leadership Development
CircleHigh
of Plains
Influence
– Who
do you know?
Division Summit-2009
ACS volunteers
from other
events/programs
Education – local schools,
PTOs, teachers, students, etc
Local businesses –
banks/restaurants/hair salons/realtors,
etc.
You!
Family/Friends/ Social Groups
Professional/
Job-related
28
Religion/Places
of Faith
Recreational Interests/Civic orgs/ Chambers, etc
Health –
doctors/dentist/
health clubs, etc.