danIEL E. tucker

COMMUNICATE AND LEAD EFFECTIVELY

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Visionary

• ​Instead of “why” ask “why not”. Think big!

• ​Understand the vision of the council, how it was created, and discover ways to assure its success.

• ​Utilize “best practices” that I have both used and seen first-hand in five councils and refined as a Scout Executive.

• ​Partner with others outside the Scouting norm to create avenues to grow Scouting.

• ​Continuously discover ways to ease the burden for volunteers, staff and families enrolled in Scouting.

• ​​Forward thinking! Will be responsive to today's needs, but proactive in setting and communicating a better future for Scouting.

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A Captivating Communicator

• ​Communicate openly and listen intently to the Board, Council, and Unit Leaders – they run the program!

• ​Transparency and communication bring buy-in support and shared vision.

• Able to address bad press and communicate the vision of the council in a way that brings people together to move the council forward.

• ​Share the strategic vision early and often – to all members and community.

• ​People feel trusted when they know what’s going on – ask how people feel and make sure they know “feedback is a gift.”

• ​Do everything we can to address crucial issues by getting all relevant communication out in the open – genuinely and respectfully.​

• ​Responsive – return all calls and e-mails within a day.

• ​Project a fun and enthusiastic style of leadership to motivate, excite, and drive home learning opportunities. People have described my work as "This is a Tucker production," and "I just the love the DTE! The Danny Tucker Experience!"​​​​​

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INSPIRE THROUGH EXCEPTIONAL CUSTOMER SERVICE

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A Relationship Builder

• The customer, internal or external, is always priority number one.

• ​Strong relationships with BSA National department leaders will open fast track service, assistance, and approval of new initiatives.

• ​Need to look at what Scouting can do better with others, then it can by itself – partnerships extend the reach of Scouting and open new membership growth and funding opportunities.​​​​​

• ​Host unit leader fireside chats at least annually to check the pulse of the rank and file volunteers and take fast action to address their concerns and ideas.

• ​Invite donors, businesses, community leaders and neighbors to the council events and properties. There is no better showcase for Scouting.

• ​Visible at events as a participant leader.

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Passionate

• ​I truly believe and have seen the positive, life-long impact that Scouting will have on the youth we serve.

• ​Communicate the vision easily which provides motivation for others to serve.

• ​Summer Camp for many of our Scouts and leaders is the “connecting point” for them. I have a passion for Summer Camp and served as a Director for 12 years.

• Accept the responsibility and expect to be held accountable.​

• Second key strength is Realtor.​​

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SIMPLFY PROCESSES, ACHIEVE GOALS, AND BE ACCOUNTABLE

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A Keen Operator: Operational Decision Maker

• ​Serve as the Chief Compliance Officer to provide safe and free from litigation environments for Scouting to thrive. 

• ​​Integrity based decision maker. Lead by example.

• ​​Review and share all information available to make the best decision to serve more youth with a quality program. One of my strengths is Arranger.

• Execution plans should follow proven methods that are easy to teach, follow, and execute.

• ​Ensure staff and volunteers understand their mission; give them tools and train them; then enthusiastically support.

• ​Everything we wish to do must have a clear and succinct objective, kickoff, end date, and after-action review.

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CREATE AND CELEBRATE SUCCESS

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A Partner and Role Model

• ​Strong believer in “servant leadership." All programs of the organization need to view my position as approachable and engaged at all levels.

• ​​Servant Leadership: it’s not “I and Me,” it’s “Us and We.” No one person has all the answers – use the resources of the group!

• ​Continually ask, “What does the council do for a unit or district that they cannot do better on their own?” A council exists to serve the units, leaders, and Scouts, not the reverse.

• ​​Develop an environment where staff and volunteers feel appreciate, find ways to improve their own skills, and be fully prepared for new assignments.

• ​​Develop an atmosphere where the staff may be recognized as a “Top Workplace.”

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A Staff Leader & Developer: Building Organizational Talent​

• ​​Not afraid to provide “crucial conversations” where needed to drive performance and behavior modifications.

• Love to teach best methods and watch staff make them their own – Help them to believe in themselves.

• ​Lead staff with high expectations combined with a high recognition style – loudly proclaim success and pride of staff!

• ​Provide service and social outlets for the staff to interact allowing them to become a more cohesive team.​

• Help staff maximize their skills to achieve their personal goals and career aspirations. Prepare them for their next career assignment.

• Proud coach of staff that have become Scout Executives, top council managers, and community leaders.​

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FOCUS ON THE BIG ROCKS

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​An Effective Administrator: Driving Execution

• ​Ardent user of Four Disciplines of Execution and Polaris methods to manage priorities and productivity.

• ​Demonstrated skills in a balanced funding approach reducing reliance on any one funding source.

• Fiduciary responsibility to spend income not budget and lead the outcome.

• ​Strong attention to detail and follows through on commitments. Exceed expectations!

• ​Belief that a strong Strategic Plan provides focus yet stay agile enough to make changes and seize opportunities as they arise.​

• Utilize technology to pin point information on key strategies that help volunteers and staff make course corrections to achieve council objectives.

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Transformation Facilitator

• ​Continually seek “win-win” relationships and opportunities – be a new business ‘Imagineer!’​

• ​Meet with community/business leaders - be the "talent Scout" for Scouting to identify new resources

• ​Conduct after action reviews with key staff and volunteers to seek new ways to achieve greater results in the future.

• ​Regularly communicate with the board, conduct analysis, obtain buy-in for a course of action, then begin movement. Number one strength is Maximizer.​​

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CULTIVATE SOCIAL CAPITAL

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​​A Seeker of Friends: Cultivating Networks

• Personally, visit and build relationships with general managers and staff of media outlets to build a network of resources for local Scouting.

• The more we engage civic and business leaders, the more we can share the Scouting story.

• ​​More than 17 years of Rotary service, including Past Club President and serving on the board of the Cimarron Chamber of Commerce has helped foster a pipeline of volunteers.

• ​Friendly and persistent outreach with speaking engagements to increase the diversity of Scouting  with people including the Asian, African American, and Hispanic communities.

• Meet with community/business leaders - be the "talent Scout" for the council to identify new resources.

• Scouting alumni are everywhere, but they have a tendency to fall through the cracks. We need to identify them, help them "Smell the Smoke" again, and reengage with us.​​​​​​