Looking back...

When I became President in 2006, I wrote an article in the Contact about what I would like to see happen with the Society - this group of committed professional people who voluntarily come together to solve common problems, meet common needs and accomplish common goals. As my term draws to a close, I look back on that article to see where we are today. Has my vision at the time translated into action today?

In the original article, I stated that I believe that the four obligations of leadership of this organization are:
1. To ensure that the leadership team has access to a common stream of information from members and stakeholders that allows the Society to understand their views of the world.
2. To provide a coherent stream of information back to members and stakeholders that allows them to understand why the decisions have been made the way they have.
3. To bridge any gaps between the member's/stakeholder's views of the world and the views held by those who seek to earn the right to lead them.
4. To understand that in the voluntary nature of associations, people choose to engage because they perceive that it is in their own self interest to do so.

You will be the judge of how well we did as an organization in meeting these goals. During the past two years, I called upon these guiding believes as I made decisions, gave direction and engaged others in conversation. The Board as a whole has taken these and integrated them into how we do business as we seek your opinions, remain open to discuss concerns/issues and make decisions that are for the best of the organization. We have had success, and as well as some challenges along the way.

We have opened up a variety of avenues of communication to all parties in the Society. Through vehicles such as the member satisfaction survey, the CHSC survey, course and event evaluations and informal discussions, we have sought out the views of our members and used that information in our decision-making.

We have improved our communications back to the membership through regular reports to the members. The Board adopted a communication plan to help guide information flow. The Society is now a multi-million dollar enterprise, and so communication becomes key to continued success in providing members with their needs from the association. We are still struggling to improve our communication vehicles, but we are trying.

At every event that I have attended as President, I have talked to members and encouraged them to tell me about their views of the safety profession.

I have taken that information back to Board and committee meetings where I have shared your views with the volunteers who are giving of their own time to give back to our profession.

I am pleased to see that there are more members involved in the organization than ever before. There are many different areas where members can engage with the Society and the work of the professional body. Volunteers repeatedly say that they get more out of their volunteer efforts than they put in to assisting the organization move ahead.

I continue to believe that the keys to sustained success is to have a reputation for value by providing a portfolio of products and services that people want; by creating an enjoyable culture based on trust and communication; and by building a nimble infrastructure that allows us quickly to seize opportunities to create value. We are becoming an intelligent organization.

An intelligent association is about sustaining knowledge and using it well to ensure that value is being received.

An intelligent association defines what will constitute value. The CSSE leadership team works hard to reach consensus on what will constitute success for our organization. This objective influences the leadership team's judgment as it makes decisions on the allocation of resources. I believe there has to be an emphasis on having a written plan that reflects the definition of measurable success and is truly strategic. The success measures and strategic direction drives the activities of all staff and volunteer work groups, and directs the organization's annual operational strategies.

An intelligent association uses the strategic intent to develop strategy. The Board ensures that the strategic direction and its intent is a living reality. It is reviewed and updated on an annual basis, and forms the backbone of our implementation strategies.

An intelligent association implements, monitors and adjusts strategy as needed. The leadership team engages in continuous strategic dialogue to ensure that what is promised and defined in the strategic direction is successfully delivered. It is important that we have a process in place to evaluate the progress and success of the plan and to hold the leadership team accountable for the plan's progress and success. Continued successful implementation of the strategic direction and demonstration of the value that it brings to members and other key stakeholders are significant forces in creating and retaining a positive organizational image and reputation in the marketplace.

An intelligent association earns a reputation for relevance. The CSSE leadership team continually works to understand clearly what the membership both wants and needs. These needs and wants have been effectively identified through continuous external and internal scanning, marketing research and dialogue.

An intelligent association sustains knowledge and uses it well. The leadership team utilizes a knowledge-based governance strategy to focus on the key strategic challenges and opportunities, to monitor performance and achievement of desired outcomes, to adjust strategy and policy to changes in the environment and to maintain the necessary planning and policy tools of intelligent governance.

Are we there yet? We are definitely going forward. We are having great success. Along with that success, of course, have come challenges that build character, strength and vitality for us as individuals and for the organization. My father used to tell me that nothing of value comes easy.

Being your President has been work, but it has definitely been of value to me, and hopefully for the organization as well.

Eldeen E. Pozniak CHSC, CRSP