Tom Montero -- Candidate for the office of President
Tom Montero has been a practicing licensed architect in several Southeast states since 1965. He has been a sole proprietor; president of an A/E firm; director of Planning/Design of a Miami Planning Engineering and Architectural firm; Senior Project Manager of an International Architectural Design firm, managing projects, owners, consultants, contracts and budgets for projects from Florida to Korea; and is presently Director of an International Architectural firm’s Contracts/Construction Administration department for projects
the Southeast and the Caribbean. During this period of 40-plus years, he has been a teacher in a Vo-Tech system, president of chapters of the Construction Specifications Institute, on its Educational and Technical Committees, made presentations at conventions and VP of the 20,000 member organization and, helping his “roommate”, Lorraine, raise and support their three children through high school and college. While being a baseball coach and umpire, avid supporter of their children’s activities, breeding and showing collies, writing for the Collie Review and a 20-year member of the CCA he became more involved in the Club. In his spare time he supports his collie “habit” and is very active with the duties as the CCA Florida District Director and wants to be the CCA’s next President.
What are the most important issues facing the parent club and its members in the next administrative term and what character qualities do you bring to the job that you have learned or developed while working on other CCA projects or from other areas of your life, inside or outside of the dog community, that will be needed to produce solutions? Please
In my opinion there are several issues facing the parent club and its members in the next administrative term. 1) A better understanding of the needs of the membership as they relate to collie health and welfare, DNA markers, and the completion of research projects to which the CCA is continually supporting. 2) Listening to the Membership -- members seem to have been “heard” but not “listened to” very well. 3) Keeping the whole membership involved -- many members have continually requested committee appointments but appear to have been ignored. However, others have been on the same committees, and multiple committees, over several years. It’s time to get the others involved; those who have “volunteered,” want to participate, have the time and desire to contribute, have goals and objectives for the committee to which they want to be a part. 4) Give back to the membership -- the CCA’s programs are member supported through the rescue programs, the health foundation, the research grants and other means. Even though some of these groups are separate entities by virtue of their establishment, they are still tightly associated with the CCA and may not be sustainable without the CCA membership. So, “give back.” There seems to be a never-ending “help” request for time and money. The time to reciprocate and show appreciation to the membership for their untiring support may be during the National Specialty. The newsletter and breed magazine, probably one of the best edited in the fancy, is what
the membership receives as part of
the annual dues. The CCA has a “war chest” but doesn’t seem to know what “battles to support” when it comes to membership recognition.
The qualities I bring to the job as President include having learned to listen to those more knowledgeable than I regarding certain subjects. If one can learn to keep quiet when others speak, ask the pertinent questions, most times the light comes shining through . . . and we all learn. I recruit intelligent people and surround myself with associates that are among the top in their field. Allow people who want to volunteer to do so, take advantage of their desire to serve, challenge them, support them, understand their goals and objectives, allow them to perform, and NEVER EVER tell them “you can’t do that.” People make mistakes, that’s how they learn, but am prepared to help out. Offer advice, but don’t tell them how to do the job. Set deadlines. Always move forward no matter the obstacle. A Military General that I truly admire, once said, “I don’t intend to pay for the same real estate twice” or something like that. I will use my knowledge of researching, strategizing, and proceeding with the attitude that ‘the difficult is accomplished immediately; the impossible just takes a little longer’. Rewards, both verbal and material, show an appreciation for loyalty, service, reliability and dependability. Through my experience, I firmly believe in letting people know they are appreciated when they perform beyond expectation, not necessarily for just doing their job. When times are good, share; when times are tough, there will be understanding.
Bottom line . . . listen attentively, be firm but fair, motivate, lead by example, let people experiment, support your colleagues efforts but allow them to fail, be honest, truthful, admit when you’re wrong, let people know what you are thinking, and don’t be afraid to ask for help. Another that I admire once said, “Lead by example, follow with enthusiasm, but if you aren’t willing to do either, get the
h . . . out of the way.”