A discussion with IABC's two top leaders.

Mike Heron, IABC chairman

Q How did you first become involved in IABC?

I was newly appointed into a position as head of a large creative services group, and although I was experienced in public relations and overall communication activities, I was very weak in specific parts of the creative process. New York/IABC had been recommended to me by IABC's former chair Rae Leaper, ABC, who was also doing paid PR for the American Cancer Society's California Division. My first local workshop in the chapter was focused on corporate video (this was 1981-82), and it was enormously practical and beneficial. I attended every monthly meeting thereafter, and it wasn't long that I became a volunteer, as an emcee at their gala 50th anniversary bash. I was hooked.

Q How do you feel your experience with the American Cancer Society contributes to your service as chairman of IABC, another association where volunteer activity is essential to maintain its value as a programs and services organization?

I have been involved with and participating in the volunteer-staff relationship for nearly 30 years now. In that time I've seen volunteers who were superb conveners, evocative orators, Solomonesque deciders, insightful strategists, thoughtful leaders, etc. I've had wonderful role models to study. In my vocation in the voluntary health field, we desperately need community leaders to step forward, make a contribution of money, then take on voluntary responsibility. It's easier getting the former than the latter. IABC is in a similar bind . . . lots of dues-paying members, too few leaders. There are methods available to encourage more voluntarism, and we in the professional development field must use these to help IABC grow into the 21st century. As I travel about the globe as IABC chairman, I intend to bring a strong message of the great value (fun, too) of taking on additional volunteer responsibility. All of this I have learned from my experiences with the American Cancer Society.

Q What can (or should) the association do to increase its effectiveness in helping communicators move forward in their careers?

Three quick answers come to mind, but of course there are dozens. Perhaps the most important is professional development. We must provide members with the knowledge and skills necessary to stay afloat and prosper in an ever-changing communication environment. Second, we must continue to "set the table" for easy and effective networking. This is where the local chapters usually excel, and this exchange process is the milieu where job advancement often begins. Third is the need to offer all members the means to stay abreast of the breakneck pace of communication technology. Practitioners who draw the line at word processing will be candidates for the pasture if they aren't online, connected, capable of downloading fresh information from an array of databases, tuned in to interactive communication tools, etc. IABC's business plan, of course, is geared to put these new technologies on display, in the most inviting and accessible way possible.

Q How can the association serve the needs of both entry-level and senior-level communicators?

Many chapters fall into the trap of positioning the bulk of their local programs for the entry-level communicator. There can be several reasons why this happens, including naming a relatively junior person as program chair, or polling only those members who come to activities for program topic suggestions. Chapter programs that are entirely elementary have the obvious but unintended effect of driving away the more senior communicator. The smart chapter finds a balance and appeals to both. One successful chapter I'm familiar with has a sub-group of more experienced members, and their programming is more strategic, far-thinking. At the same time there are workshops for the relatively new folks, and these deal with more hands-on aspects of editing, desktop communications, etc. And the large, monthly all-member meetings alternate in their appeal.

Q As IABC's new business plan is developed, how do you envision the impact of this on communicators, both in their jobs, and through IABC's services and activities?

One of the first impacts, we hope, will be a recognition from members that the international executive board has listened to members and gotten the message . . . we must provide more visible and more tangible benefits to members. Hopefully our very presence at chapter meetings when the new technology programs are unveiled should drive home the message that the executive board is committed to providing better services and being better connected to the chapters. Next, and more pertinent to members' needs, is that we sincerely believe that these new online services, including our Home Page, electronic issues of Communication World, and availability of other research as well, will be an immediate, practical value to members at every level of job sophistication. If we're facilitating entry to the communication superhighway, let's help our members navigate and be more valuable resources to their management.

Q How would you describe your style of leadership?

In my professional life with the American Cancer Society, my vocation, I have always stressed that teamwork and horizontal organization is preferable to being a "boss" and operating in a "top-down" mode. Regarding co-workers, I've always believed one should hire the very best person for the job, then get out of their way and let them do it. As for leadership in my avocation, IABC, I would describe my style as highly collaborative. My idea of getting a decision from the executive board is to engage them in the subject, share the background, and let the democratic process proceed. I prefer facilitating a voluntary group as opposed to selling them my preferred decision.

Q What do you see as IABC's major strength?

A great deal of member loyalty for this organization seems to come from the enjoyment people take in associating with other IABC members. Compared to many other organizations, we have the reputation, I think, of having fun while we learn and while we tackle our projects. That's a great strength for the "active" member. As we all know, unfortunately, as many as 50 percent of any membership organization is inactive in terms of volunteering, but still benefit from the organization. Here we are talking about tangible services and offerings that pay a career dividend, and IABC is rich with these. Our business plan, with its high accent on state-of-the-art communication technology, will increase this strength. Lastly, but perhaps most important, is IABC's reputation. We are widely respected, within and without, and as we all know, one's reputation is priceless.

Q What do you see as IABC's greatest vulnerability?

We have come to be what we are because of the value that face-to-face networking gives our members. We mustn't become so transfixed by electronic communication that we let that take the place of chapter, district and international meetings where so much valuable interaction takes place. I sincerely hope that our (well-deserved) emphasis on communication technology isn't misunderstood or misinterpreted to imply a replacement of networking.

Q What do you consider your greatest communication success?

Shortly after discovering IABC I had the opportunity to move the American Cancer Society to a higher level of corporate identity. We had no consistency in logo, no uniformity in the typestyle, size or color used, etc. As a result, our graphic image was quite blurred. We standardized all of that with a spiffy graphic standards manual, an instructional video, free letterhead for all of our local affiliates, and training meetings. Three years later, we looked the same from one end of the country to the other. Shortly after that we began seeing the emergence of "look-alike" cancer organizations, some not quite legitimate, and we would have had a real funding and identity crisis without the consistent look we had achieved.

Q As IABC expands globally, how do you respond to the communicator whose audience he or she considers local or limited to his/her geographical area about the value of the "I" in IABC?

Many of our members really do work for a truly local firm, government or association. Many others are entrepreneurs whose clientele is strictly local. For these people I stress that their situation may not be the same in two or three years. They may change jobs, their present firm may be absorbed into a different one, they may suddenly discover unexpected competition, perhaps from abroad. The world is truly becoming a global marketplace. The more access one has to counterparts, competitors, and potential associates all over the world, the more assets one has. It's a danger to confine one's thinking to a strictly local environment. In the automobile business we all know the monumental problems that American manufacturers got into by failing to note the success of foreign competitors. In the beverage industry, former U.S. giants such as Schlitz, are out of business, in part because of the sudden success of German, Mexican and Canadian beers in the U.S. marketplace. The list goes on. It's just plain smart to keep one's eyes on the horizon.

Q With new borders opening and being moved around, what new opportunities do you see for communicators?

I would relish the enthusiastic implementation and appreciation of the business plan, i.e., the sharp move to embrace communication technology as a premier tool of the member in the next few years. With it comes the geometric expansion of our knowledge base, files of best communication practices, online delivery of Communication World and the WorldBook, etc. When we bring this off, we will have made knowledge available globally, reduced time and distance, and, in the process, will have done members a great service and provided a most valuable benefit. This would change the paradigm for member services in a communication organization.

Elizabeth Allan, ABC, CAE, IABC president and CEO 

Q From your 17 years on IABC's staff, what do you consider the high points, and the low points?

Certainly the highest of the many high points occurred June 11, 1995, when I was appointed president and CEO. I was specially pleased that it happened in my home town (Toronto) where I had my first job as a communicator and my first experience with IABC.

Other high points were breaking the 12,000-member mark in 1984 and my first international conference in San Francisco as a staff member, in 1979. It was the most successful the association had ever had. George Plimpton was a keynote speaker. He'd spent several days at ARCO "being" Dave Orman [editor of ARCO Spark at the time], and spoke of that experience. Night out was at the King Tut art exhibit - open only to IABC conference attenders. All in all, it was an exciting and stimulating experience. IABC's first conference outside North America - in London - was a memorable experience, too. Even though attendance was lower than in previous years, the location, and speakers were exceptional. A very recent high point for me was seeing the debut of IABC's Web site on the Internet. It marks a new era for us of engaging in the electronic environment.

The low points? Dues increase - any and all dues increases! They've traditionally been trying times for the association's leadership. A particularly challenging time was our financial turnaround work in the 1980s. That actually turned into a high point - we've gone from a deficit of about $800,000 in 1984 to reserves we expect will approach $750,000 when the audit comes in for the 1994-95 fiscal year just ended. Then there were some of the "minor" challenges - such as the local-only debate and the debate about requiring chapters to use "IABC" in their names. Looking back now it seems hard to believe that particular one ever was a question.

All in all, the high points definitely outweigh the low ones. The profession and the association have come so far and I'm looking forward to IABC supporting a future of high points for the profession.

Q You have had a heavy travel schedule since you assumed office in June. What are you hearing from the grass roots about the new vision for IABC?

In meeting with chapter and district leaders and members the past few months, I've found responses very positive and supportive of the business plan. People feel we've established a strong momentum in our move to meeting their needs now and in the future. They like our action plan to connect the board with the front-line members and to expand our electronic community while developing strong content and best practices. I've found communicators are at varying degrees of comfort and experience with technology. But, all agree it is what the profession and the association has to become engaged in for growth.

Q What do you consider as priorities over the next year? - five years? - the future?

For starters, in this first year, we've launched the new business plan, created an interactive outreach program that builds a link between board and members that we call InterAct; made the investment in technology necessary to implement it; begun a staff redesign so we can serve members more effectively, and started gathering information to build content for our learning and knowledge base. In five years, we'll be at the new millennium. The key priorities of the business plan probably will continue to be valid, but the way we use technology and how we deliver services may shift. I prefer to look at one year at a time because we need to be in a constant planning mode to adjust to the rapid rate of change, especially in technology. We need to find ways to respond faster without losing our commitment to the goals set out in our business plan and to meeting the changing needs of members.

Q Questions still arise concerning the budget; no dues increase, yet more services and products projected. How is this possible?

Staff used plenty of sharp pencils and erasers to provide a break-even budget with no dues increase for the 1994-95 fiscal year. As staff developed the budget proposal, we looked for creative ways to deliver existing member programs and services. There is no question that the strong financial results we expect from our 1994-95 fiscal year just ended made us all the more comfortable recommending significant investments in the 1995-96 fiscal year.

Q Can you explain more about how the InterAct program will work? How does this affect the individual member?

InterAct will help link the executive board more closely with IABC members worldwide and will help us identify the most pressing issues facing communicators today - the ones most likely to keep their clients and their CEOs awake at night. InterAct '96 is a one-hour chapter program, facilitated by pairs of IABC executive board members and supported by technology. The board teams intend to visit IABC chapters starting mid-January 1996. The InterAct program will focus primarily on the external forces affecting communicators - for example, reengineering, shifting demographics, and advances in technology. The board teams will demonstrate how technology can be used to enhance communication, including staff-designed information gathering and reporting software developed to record and compile feedback from every meeting. We will use the feedback as part of the board decision-making process and to help shape IABC programs, products and services to meet members' needs. The board teams also will demonstrate how technology changes the way communicators work now and in the future and share information about IABC's latest programs, products and services. I see InterAct as a continuing program; our most effective and visible way to check the pulse of the profession and adjust programs and services to meet changing needs.

Q Please describe your leadership philosophy.

I believe in developing teams and bringing people together to work on the most important issues and priorities for the communication field. Teamwork is especially important in an association. My approach is inclusive and participatory. I always start by trusting people to do their best on behalf of IABC. I hope to create an environment where people are excited about the larger goals and have the freedom to generate new ways and ideas to meet them. These days leaders must be adaptable - providing the kind of leadership the organization may need at different times while not changing their basic personality or values, of course! I see that IABC needs leadership that generates context, focus and consensus. Given that communicators are on the high-end of the creativity scale we never lack for great ideas, and welcoming input is an important value in IABC. We have to be selective, however, to make sure programs and services match and add value to our overall goals. We need to stay fixed on what most affects the success of communicators now and in the future. That means doing a lot of listening and scanning. I plan to use my ears, eyes, and mouth in their proper proportion as I help the board move the profession and association forward. My job is not to make decisions for the board but to provide the best data and thinking to help the board in its decision-making.

Q Are you considering alliances with other organizations?

We're keeping an open mind in this area. We hope to link with other organizations where they might have information that helps our members, such as universities and think tanks, and this, in turn, will help build our content base of information for the field.

Members want more information to do their jobs better no matter what the delivery system for that information. They want to read (in print and on screen) and to meet face-to-face through seminars and conferences on concentrated subjects. We're examining partners to fill that need, particularly in providing information and training in technology where people seem to need the most help. We will be partnering with Ragan Communications to co-sponsor a technology seminar in September 1996.

Q How is the association addressing the needs of members outside the U.S.?

We're just beginning a test program with a specific set of activities in the Europe/Africa region to improve member retention and add new members by customizing marketing strategies, and eventually, services. We hope to establish financial self-sufficiency for the region by the end of this test. If this model works, we will consider it for other regions.

Q Do you have plans for marketing and helping chapters increase membership and retention?

We'll focus on coordinating marketing efforts, making sure that all program and service promotion from headquarters sends the same message, looks like it comes from the same organization, and creates an identity. We'll continue our membership development system of telemarketing and direct mail. We're adding to our extensive prospect base every day with the hits we're receiving from our Web site. We'll continue to offer annual member campaign material and support for chapters, as well.

Q What do you consider the most important feedback from the dues discussion, and how have you responded?

We listened. I hear our members saying: "Trust me, I know what's going on in the field. Listen to me to find out what I need. Trust me to be able to understand information about key decisions the board makes."

As a result, we're developing several ways to meet members' expectations. Our members expect and want input into key decisions, and we're committed to that happening. It's the board's charge to determine and address the most common, urgent needs of members. It's interesting that associations are at their most homogeneous when they are first formed. From that moment on they become more and more diverse with members expecting their unique needs to be met.

One very important way that members can communicate interactively is through our World Wide Web site. It gives members immediate access (24 hours a day, from wherever they happen to be) to information on every program, project and product IABC offers. In addition; I've redesigned IABC's staff with a key part being a customer service centre with specially trained staff who will respond immediately to members' needs and provide one-stop shopping for communicators. That will debut early in 1996.

Q As communicators are dealing with reduced budgets and layoffs, many are questioning the value of membership. How do you justify the membership dues when you're asked?

If your organization has been downsized or rightsized (or it may feel more like capsized) but you're still working there, you probably now have multiple new jobs and assignments, but no additional resources. You're probably having to learn to do things you've never done before. IABC provides those resources and the contacts and information to make your learning curve easier. If you're on the other side of downsizing and are looking for new work, IABC offers the perfect network, both in terms of job leads, but also support.

Q What is your strategy for increasing IABC's prominence publicly? Do you have a media relations plan that will attempt to raise the general business community's awareness of IABC and its professional communicators?

In terms of visibility, we have a continuing working relationship with the media, particularly the trade press. Our first priority is connecting with members and working through the business plan to improve service. We're also considering public policy and advocacy work in which the association might engage. This might have high visibility potential but would be new territory for us so we're proceeding with careful thought.

Q In your opinion, what do the local chapters bring to the overall organization?

They clearly provide more face-to-face networking and professional development opportunities than we could ever offer at the international level. If IABC hadn't begun as a chapter-based association, chapters surely would have sprung up by now to meet the need people have to group locally around a common interest. Chapters meet community-specific needs, programming for local interests and concerns. At the international level, we complement chapter strengths by focusing on things that chapters can't do - like providing a base of information that broadens the spectrum of what members can access and providing a broad network (and a growing electronic one) that can take members beyond chapter boundaries. Many chapters already are helping their members get online. Some chapters are increasing visibility for IABC and the profession locally by becoming involved in community service - offering members' communication expertise to a variety of nonprofits.

Q Do you have a plan for increased exchange among local chapters?

On our World Wide Web site we'll offer chapter leaders an opportunity to exchange information electronically so they can share experiences, offer support, suggest programming possibilities and the like. This electronic community of chapter leaders will augment the kind of sharing that already takes place at district and regional meetings, the highly popular annual Chapter Leaders Institute, and the chapter leaders workshop at the international conference.

Q In summary, what are your most important goals?

Certainly, the business plan priorities: building the board's role as the link with members, building infrastructure so IABC has a vibrant electronic community to augment our face-to-face network, and building a content base - best practices, data, case studies - to help communicators be successful.

I'm intent on leveraging IABC's strength as a learning community by listening to leaders, members and the marketplace to help the board respond to the needs of the marketplace. I would love to see us offer a dynamic, electronically accessible knowledge base that is oriented to the key business results that communicators are being - or should be - asked to produce. I want IABC to be the best at helping communicators be successful and at helping the communication function add value to organizations.

RELATED ARTICLE: FIND YOUR CHANCE TO INFLUENCE THE FUTURE IN DALLAS

When Dallas hosts the 1996 IABC international conference, attenders will have an opportunity to experience first-hand a city that grew through human endeavor and a belief in the future. And since the theme of the 1996 conference calls on us to "Influence the Future," that makes Dallas an appropriate host city indeed.

Dallas is well-known to residents as a city that has no "reason" for being. It's located on a river, but one that is essentially non-navigable. Unlike many then-great cities that grew during the late 1800s and early 1900s, Dallas had no port, no mighty river, no true geographic reason for its existence. Instead, Dallas grew through the entrepreneurial efforts of its founders, who saw it as an ideal spot to set up a trading post in North Texas.

From those beginnings, Dallas has grown to be the seventh largest city in the United States. For many, it is the city that gave birth to a popular television drama. To its residents, it is a city that can nurture careers and provide opportunities to those with the desire and skills to advance. Dallas now ranks as a major financial, high-tech, communication, transportation and corporate headquarters center.

Dallas, a city that started with no natural advantages but plenty of desire, likes to reward people who make and take their own chances. That's why many Dallas residents and businesses are household names throughout the United States. Savvy businesses such as EDS and Texas Instruments all got their start on Dallas' fertile soil.

First-time visitors to Dallas often are surprised at its cosmopolitan air. Instead of cowboy hats and steers in the streets, visitors see well-dressed businessmen and women, streets crowded with expensive luxury sedans and a cultural life that encompasses a world-class symphony, museums and the largest inner-city arts district in the country.

And Dallas is linked to the world through DFW International Airport, the second-busiest airport in the U.S. with more than 52 million passengers a year. Also on the transportation scene, Dallas is preparing to open its first light rail/subway system in late 1996.

Dallas isn't all business, of course. It offers an array of tourist attractions that range from a championship rodeo to the historic site of the assassination of President John F. Kennedy.

Dallas' most popular attractions include the Sixth Floor Museum and Dealey Plaza area (site of the assassination), the Mesquite Championship Rodeo, the Dallas Arboretum and Botanical Gardens, the Dallas Museum of Art, the Morton H. Meyerson Symphony Center, the Dallas Zoo and Aquarium, the West End Marketplace, The Science Place, the Dallas Farmers Market and Deep Ellum, a Soho-like collection of clubs and restaurants east of downtown.

So when you attend the 1996 international conference and learn from a world-class selection of speakers about how to influence the future, remember to take a minute and look around you. That great gleaming city that is Dallas was founded and grew thanks to the power of positive thinking and a belief in the future.