Speaking out: incoming executive board members share their visions and plans for the future of IABC

Prior to IABC's International Conference in June, CW Executive Editor Natasha Spring posed a series of questions to IABC's incoming executive board. Here, board members offer their thoughts on the state of the association, challenges and opportunities, as well as their vision for the future. In addition, CW features interviews with both incoming IABC Chair Warren Bickford, ABC (page 39), and IABC Research Foundation Chair Paul Sanchez, ABC (page 38).

Why did you join the IABC executive board?

Scott Cytron: I joined the executive board to give back my time to the profession that has been very rewarding to me, professionally and personally, over the last 25 years. I consider my service in helping lead IABC as one of the highlights of my career.

Glenda Holmes: I firmly believe in giving back to the association. Since I also work for a trade association, my IABC involvement has always been a great way for me to get well-rounded experience that relates directly to my work.

Beverley Cunningham: It's a privilege and a responsibility I take very seriously to represent my peers on this board. I'm sure I'll learn new perspectives and new management models from communicators from all over the globe. That's exciting!

Describe IABC's successes in the past two years.

Jill Sackett: Turning around the financial situation. While there is still work to be done, IABC now is in a position to invest in new programs and initiatives to serve members' ever-changing needs.

Todd Hattori: Throughout the last few years, I believe we have taken a critical look at how we can better serve our members, and have asked the tough questions and taken bold action to stabilize our finances, restructure our governance model and develop programs that support growth and member services. To that end, I'm always amazed by the passion and dedication of our staff and volunteers. They have hung in through some very challenging times, I'm proud to have played a part in these changes, and look forward to the next phases.

Bish Mukherjee: Retention of membership together with membership growth in different parts of the world. We inaugurated chapters in Russia; Bangkok, Thailand; and Canberra, Australia. Membership numbers went up in the Asia/Pacific region with the Malaysia chapter, and new members were recruited from Indonesia, Pakistan, Nepal, Korea, China and Japan. An additional success story has been that of Communication World. By radically transforming itself into a vibrant and critically effective publication, CW has played a key role in IABC's strategic march forward.

What do you consider to be IABC's biggest challenge, and how can it be effectively met?

Shelley Bird: Focused and sustainable growth. We're only as strong as our weakest chapter.... We need to help existing chapters that are struggling to return to a position of strength, and we need to develop new chapters. To do that, we really need to build on and bring life to the IABC value proposition.

Jill Sackett: Finding innovative ways to meet the needs of a very diverse audience. Everyone is looking for something different, so we need to keep in touch with members, stay on top of what they need and find ways to deliver.

Todd Hattori. The "I" in IABC is a major benefit for members and also our greatest challenge. Best practices in providing value to an international membership are being explored. We must continue to be willing to carefully assess new strategies and implement test models. We need to balance our attention between member needs and wants and environmental indicators of future needs.

Identify the top three ways that IABC could attract new members,

Julie Chughtai: One, reach out to other fields where there may be an interdisciplinary approach to communication. Two, students, students, students. Where is the next generation going to come from? Three, strong marketing. We should be the who's who of business communication, the reliable source when the media needs a subject-matter expert--and capitalize on that exposure.

Mark Schumann: One, reach beyond communication delivery to help our members build skills and insight related to facilitating employee engagement. Two, for our membership, provide additional clarity on career paths that can incorporate communication skills. Three, expand beyond our mission to reach out to other professional associations that focus on employees.

Jill Sackett: One, look in new places. Potential recruiters don't need "communications" in their job title. Two, continue to support global expansion. Three, make sure members fully understand all the benefits of membership, and 'ask them to spread the word about IABC to their colleagues and friends.

Beverley Cunningham: One, continue to produce high-caliber professional development opportunities, such as the International Conference, webinars and chapter workshops. Two, consider strategic partnerships and cross-promotional opportunities with other organizations so that more people learn about IABC. Three, promote the association globally to fulfill its international mandate.

If you could instantly change something about IABC, what would it be?

Scott Cytron: I would like to see more participation from members by increasing a volunteer commitment, including accreditation recruitment and study, board involvement, and service on local committees. We live in an age when time is increasingly precious, but you only get back what you give, and those who give are the ones who are the most networked and honored.

Shelley Bird: I would make IABC the "must belong" professional association and solidify its credibility and profile with senior management.

Mark Schumann: Reaching beyond our base of professionals in actual communication roles to include professionals who rely on communication skills and insight in their day-to-day work.

Describe your vision for IABC's future.

Barbara Gibson: To be truly international, we need to be willing to think beyond the limits of "the way we've always done it" and test new models, including alliances with national associations. We must work to raise IABC's profile in key markets around the world.

Julie Chughtai: I see an international association that promotes the best of what exists in business communication by integrating with other disciplines, providing ongoing development and networking opportunities, and leading the research into the trends of our field.

Shelley Bird: Besides being the flag bearers for integrity, my vision for IABC is as the leading professional association, and the advocate for the power of communication to drive business/ organizational value and the support of communication professionals throughout their entire career--again, the "must belong" association for our industry.

Jill Sackett: IABC is a place for communicators to meet, learn from one another and improve communications for our organizations. It fosters community, friendships and professionalism among members, whether they're down the street or around the world.

Bish Mukherjee: I would like IABC to be the first choice of business communication professionals the world over. As I gaze into the crystal ball, I see IABC as a household name not only among communicators, but also among business professionals at every level. I see IABC as a powerful brand just like Nike, IBM and the like. They say you must have a dream to succeed. And why not?

SETTING GOALS FOR THE FUTURE

Paul M. Sanchez, ABC, APR, is the practice leader, communication consulting, for Mercer U.K. and Europe. Prior to assuming the chairmanship of the IABC Research Foundation, he served as vice chair. In this interview, he outlines his goals for the Foundation.

What do you hope to accomplish as chair of the IABC Research Foundation?

I see the Foundation developing both processes and funding sources that result in developing and providing intellectual capital to and for the communication profession. It's my hope that the Foundation will add to the knowledge base of the profession for communicators around the world.

What direction can the Foundation take to address the needs of a diverse constituency?

The Research Foundation, through its Think Tank process, works to gather a broad spectrum of ideas, issues and challenges that touch the communication profession. After topics are analyzed, they are focused and framed for research and development. The Foundation actively seeks to gather a wide range of topics stemming from the needs of our membership. It balances academic and business interests to serve the goal of building professional know-how and insight into the process of human communication in organizational settings.

What do you consider your professional strengths to be?

I have spent a good deal of my career promoting the need for a solid foundation in the behavioral sciences as one of the foundation components for the successful practice of communication. This, in turn, has led to deep interest in the work of the Research Foundation. I believe my government, corporate and consulting experience gives me insight about the practice of communication around the world, and I want to place that experience base at the disposal of the Foundation and IABC.

How does the IABC Research Foundation add value to members?

It gives communicators the tools and information they need to not only carry out their duties, but also be thought leaders in their organizations. It also provides best-practice information that will help the profession gain greater respect and make contributions to the understanding of communication as the critical success factor of organizational functioning. The Foundation distinguishes IABC from other associations because it is dedicated to the goal of adding the value of knowledge to the profession.

What is your vision for the Foundation's future?

I would like to help the Foundation achieve its full potential in identifying topics relevant to the advancement of the communication profession and researching these topics in ways that are not just of interest but are of real value to communicators around the world. We must develop research and resulting resources that earn respect and add weight to the body of knowledge for IABC members and the communication profession. As a profession we have a living body of knowledge that must be continuously infused with new and updated research and information. Communicators need this stream of learning upon which to base their work.

'IMAGINE THE POTENTIAL'

IABC Chair Warren Bickford, ABC, is a past president of IABC/Regina (Saskatchewan), past district director of Canada District One and past chair of the IABC Research Foundation. He also has served three terms on the IABC executive board. Bickford is vice president of Gryphon Reputation Management in Regina, Saskatchewan. Here, he presents some of his objectives for the coming term.

What do you want to accomplish during your year as chair?

My job is to help create a supportive, collaborative and fun environment where the leadership team--the board, staff, committees, working groups and task forces--can explore new ideas and stay focused on providing relevant products and services to support members and the profession. We have a strategic plan to guide our activities. It is the board's responsibility to work with the plan.

What is IABC's biggest challenge today? If IABC has untapped potential, how would you describe it?

Frankly, the association has been internally focused for the past few years. There was a house to get in order. That has been accomplished, and it is time to turn our focus outward, toward development and growth. Untapped potential? Thirteen thousand members in 67 countries who know the value of IABC membership--for themselves and for the profession. Most people join IABC because they were invited to by a colleague. That's why I joined. Imagine the potential!

IABC's membership is very diverse. What direction can IABC set to serve this audience in the best way?

Having a diverse global audience is what sets IABC apart--it is the distinguishing component of our brand. First, the association has begun to address this opportunity through the strategic plan. Second, there is still much to be done. It is critical to stay in touch with members and chapters and to listen carefully. We also need to keep an open mind and not be afraid to try new things.

If IABC is to lead by example, what else can it do to practice its own good communication?

I have heard it said that the cobbler's children have no shoes--that IABC doesn't always serve as a model of good communication practice, I'm afraid I have to agree. We know there is work to do. The addition of the [official association weblog] IABC Cafe was a step in the right direction--an open, transparent, public space to bring members and nonmembers into a conversation about the association and the profession. Do we have more work to do? Yes.

When you describe IABC to potential members, bow do you convey its value?

I simply tell my own story. I live in a small, mid-western Canadian city that has a fantastic chapter [IABC/Regina]. I was invited to become a member. I did. Since then, I have met, interacted with and learned from the best communicators in the world. Think about that for a minute. I usually don't have to say much more.

What is your vision for the future of IABC?

IABC's growth prospects are strong. The strategic plan lays out aggressive goals for membership growth, including an annual growth strategy developed by an international membership development task force. Vision? IABC links communicators in a global network that inspires, establishes and supports the highest professional standards of quality and innovation in organizational communication. We are recognized as the professional association of choice for communicators who aspire to excel in their chosen field. That is the IABC vision. I share it--passionately.--N.S.

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