The Will To Govern And Govern Well

I am constantly amazed by the time and energy that GAWDA members put into providing leadership for the association. A large number of members volunteer their talents and precious time to ensure that GAWDA is headed in the right direction and providing value for its members.

No one is forced to take a position on a committee or the Board of Directors. Occasionally, there might be some pleading and subtle peer pressure, but they are all volunteers. The higher the volunteers go in leadership, the more time and effort is required of them. I am sure that at times being President of GAWDA feels like a full-time job. (Right, Britt?)

There are few tangible benefits: The President gets a hotel suite at the Annual Convention and maybe a ride in a limo from the airport. Other volunteers get to go on trips to nice locations where they see the airport and the hotel, but little else. The sacrifices are many—most notable is the amount of time spent away from family and their paying jobs.

One of the real joys I have experienced during the past three-and-a-half years as GAWDA's Executive Director is participating in the generational shift that has occurred within the Executive Committee. You may have noticed that the person standing behind the lectern during GAWDA meetings has less gray hair than in the past and, drum roll please, may not be a man. This new generation of leaders is challenging the status quo, while remaining sensitive to GAWDA's history and traditions. The major shift has been to run GAWDA more like they run their own businesses, with a focus on return on investment and the need to make a profit.

The other change has been a team approach to governance. The role of President has changed from one of ultimate decision-maker to that of team leader. I often half-jokingly referred to Gary Stoneback, Britt Lovin and Jenny McCall as the Three Musketeers, since they approached most governance issues as a unified team—all for one and one for all. This unified team approach is filtered throughout the volunteer structure. The Board is now fully engaged in strategic decisions, rather than just rubber-stamping decisions already made by the Executive Committee. Most of the committees have well-defined objectives and task forces have been created for specific duties, such as reformulating the dues structure, the By-Laws and the Standing Rules.

Responsibility for governing the association goes beyond those members who have formal leadership positions. It is everyone's role to provide input so that those charged with making decisions are able to do so with a full understanding of the needs and desires of the membership.

Strengthening the volunteer/committee structure is one of the objectives of President-Elect Jenny McCall, GAWDA's first female president. We will be examining the committees and their functions to determine if they have clear objectives and are still relevant to fulfilling the broader strategic goals of the organization. Once the new structure is established, we will be calling on you to volunteer your time and talents to ensure that GAWDA continues to be governed well.

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