INTRODUCTION

When Billy Starr gathered 36 friends for a bicycle ride (and 10 volunteers for support) to raise funds for cancer research in 1980, he had no plans for a 1981 ride. The original 220-mile bike ride from Springfield to Provincetown was simply a personal form of expression he wanted to share to commemorate his mother's fatal battle with cancer. That inaugural ride raised $10,200 for cancer research.

Currently an annual event in its 23rd year, the Pan-Massachusetts Challenge (PMC) has come a long way since its inception. Today, thousands of riders, volunteers, corporate sponsors, and individual donors from all walks of life are involved in the year-round effort to cover the miles between Sturbridge, Wellesley and Provincetown, Massachusetts in two days, as well as to raise money for cancer research. To date, the PMC has raised over $86 million for The Jimmy Fund for Boston's world-renowned Dana-Farber Cancer Institute.

As Founder and Executive Director of the Pan-Massachusetts Challenge (PMC) Billy Starr oversees a unique, highly efficient organization of five full-time staff members. Together, Billy and his team have managed to keep the organization's operating costs below 10% of funds raised, for the last four years - well below the industry standard. The PMC, which was New England's first bike-a-thon, is currently the largest two-day fund-raising event in the United States and the most successful cycling fund-raiser in the world.

Following is an exclusive interview conducted by Todd Langton, Senior Vice President of Linkage, Inc., with Billy Starr, Founder of the Pan-Massachusetts Challenge (PMC). As the Executive Director of a not-for profit, what insights could Billy Starr offer business leaders and seasoned managers? Well, as Billy points out, "How well you lead volunteers is one of the purist barometers of effective management. These people aren't bound to you by a paycheck and you don't have any real authority over them; they don't have to be with you and can (and do) walk away at any time." In this interview, Billy, will share with you how treating your employees like volunteers can improve communication, the true power of people, the learning opportunity with which failure presents us, and much more.

INTERVIEW

Todd Langton: In 1980, when you first organized a 220-mile bicycle trip to raise money for cancer research in memory of your mother, did you ever dream that this would become your life's work and the nation's largest weekend fund-raiser?

Billy Starr:I don't think I could have ever 'known' it would become so big - over 3,500 riders and over $15 million raised [so far, this year] for cancer research at the Dana-Farber Cancer Institute. But I always had a vision and a dream that it could get bigger and better. I knew from the first bike ride that I would devote myself to this cause. In the first year, we rode with only 36 riders, got lost, and donated $10,200. But it was a transformational experience for me and for others. My personal and professional circumstances at that time made the dream of the Pan-Massachusetts Challenge (PMC) feel right. Cancer research and treatment have always been tremendous vehicles for many to give back and/or to process personal adversity. It took us almost ten years to raise our first million (in a single year), but we never gave up or stopped trying to improve!

Todd Langton: What would you say are some of the most valuable lessons you have learned in shepherding this cause over the last 23 years?

Billy Starr:There are many things. But the biggest thing is the power of people and what each individual person can contribute. We accomplish a tremendous amount through the generosity of so many. I have a paid staff of only five full-time people. Ten volunteer head staff coordinate the efforts of over 1,900 volunteers. That is an army of goodwill that money couldn't buy. To do what I do and donate 90% or better on the dollar you have to enlist the help of others. I think when you are passionate and committed to something, you attract and bring that passion out in others - and it spreads. The event is so much bigger than me or any one person because so many thousands of people over the years have adopted it as 'their cause' and funneled their energy and creativity into making the PMC better. I have learned that there is a tremendous fountain of goodness and civic consciousness in people. People really want to be part of a worthy endeavor and give back. In order to harness that energy, however, you have to:

1) Learn to recognize motivated and talented people;
2) Have the confidence to ask for their help and find the right place for them; and
3) Have the humility to step aside and get out of their way so they can take ownership and get the job done.

Todd Langton: Do you think there is a big difference between leading a not-for-profit organization and leading a for-profit business? Do you think it takes different leadership skills or talents?

Billy Starr: It is difficult for me to say, having never led a for-profit organization, but there are some observations I have that might be instructive. I have learned a lot about management and leadership in dealing with volunteers for 23 years. How well you lead volunteers is one of the purist barometers of effective management. These people aren't bound to you by a paycheck and you don't have any real authority over them; they don't have to be with you and can (and do) walk away at any time. They are free to be as honest and critical as they want. This means that you have to do everything possible to have open and honest communication and instill trust in order to keep them. It means being clear about what each other's needs are, giving honest feedback, and providing them with the goods to perform their jobs. It's interesting - I bet that I would get far more honest feedback from volunteers about their future intentions or how they are feeling than from employees who might have something to lose or protect.

One experience I would share is this: Think and manage your employees like volunteers and the quality of dialog, communications, and loyalty will improve dramatically. Another lesson is the importance of "The Cause." The PMC's cause is raising money for cancer research; that is, and always has been the unifying vision. This vision allows me to connect with other people and for them to pass it on. I always try to make that vision concrete and explicit and let it inspire us all.

Todd Langton: What are the two or three personal leadership qualities that colleagues, friends, or supporters would say fuel your success?

Billy Starr:I think drive and persistence has a lot to do with my success. I set goals and stick to them. I believe this is demonstrated by my "staying the course" for so many years before the PMC became a visible success.

I also have a very philosophical view about failure. Maybe it is the rebel in me, but I think it is okay to fail as long as you learn from it. We have made so many mistakes over the years -- but we acknowledge them and work like hell to fix them for the next year. You have to use humor and levity to turn failure into learning and improvement.

Finally, people tell me that I have inspired them. I laugh because years ago I rarely heard that. In fact, it was more common that I heard "Billy, it's time to grow up and get a real job!" Over time, I have learned that it isn't necessarily me that is inspirational, it's my ability to stay true to a noble cause that is bigger than any individual - finding a cure for cancer. It's that simple.

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