Changing of the guard: IABC leaders look back and move forward.

Past chairman Annette Martell, ABC, MC, is a consultant in the communication practice of Mercer Human Resource Consulting in Toronto. An active IABC volunteer leader, she has served several times on IABC's international board, as director of IABC's Canada District 2, as president of IABC/Atlantic Canada and as a blue-ribbon panel judge with IABC's Gold Quill Awards Program.

In conversations with Joseph Ugalde, contributing editor for Communication World, outgoing board chairman Annette Martell, ABC, MC, reflects on her term, while incoming chairman Stephanie Griffiths prepares for the year ahead.

INTERVIEW WITH ANNETTE MARTELL Joseph Ugalde: You were at the helm of a communication-focused organization during a particularly challenging year that included an uncertain global economy, war in Iraq and SARS. How has IABC responded to these challenges both in terms of member needs and as an organization?

Annette Martell: Last year was IABC's time to meet its expectations as a communication organization. As a strategic communicator would advise a senior management team to do, IABC faced these challenges by researching the situation, developing a plan, implementing the plan and then adjusting the plan as needed.

Behind each step and course correction was the question "What's best for IABC and its members?" Though we adjusted the year's blueprints as the various challenges arose, that mandate was the foundation grounding the choices.

JU: What was your primary vision when you started your year as IABC chairman?

AM: Guiding the 2002-03 hoard was a collective vision and conviction to revitalize IABC, renovating it for future growth. IABC's revitalization project successfully tracked along three themes: restoring IABC's financial health, serving members' changing needs and giving a global voice to communicators.

JU: What was the biggest personal challenge you faced as chairman?

AM: Keeping up. The executive board and IABC's broader leadership team moved swiftly and responsibly on primary issues. I kept my seatbelt on throughout the year; it was an exhilarating, demanding and rewarding ride. For example, usually the executive board and its executive committee meet three to five times a year. During the 2002-03 term, these teams met 10 times. Much needed to get done, And they were serious about producing results.

JU: What do you consider your biggest success?

AM: Looking at the list of 2002-03 achievements, it's tempting for an IABC chairman to brag about her results. Instead, these results belong to hundreds of volunteer leaders around the globe,

Among our biggest successes were our efforts to restore IABC's financial health for long-term stability. We accelerated a strict cost-containment program that saw last year's expenses reduced by 18 percent, and we improved year-end financial results by almost three quarters of a million dollars. At the same time we continued to develop new programs to serve members, like CW Bulletin, the Online Library and the Job Centre. Plus, we found new cost-efficient ways to deliver knowledge, including our web seminar and teleseminar series. And we continued to expand IABC's global reach with new chapters in Russia and Switzerland.

JU: What future do you envision for IABC?

AM: It's very easy for a past chairman to sit back and forecast. The reality is that it's not that easy to do. What I can say with certainty is that the potential for IABC's future--and that of its members--is very bright. A global community of 13,000 communicators throughout 60 countries is a powerful thing.

More than ever, communicators need the best resources possible to serve and counsel their employers, clients and students. Much has been done to achieve that goal. There's still more to do. Our members deserve no less.

INTERVIEW WITH STEPHANIE GRIFFITHS

Joseph Ugalde: Not only as IABC's first chairman from outside North America, but specifically as a South African, how will you use your global perspective to shape your leadership of the association in the coming year?

Stephanie Griffiths: While I do bear the somewhat awesome responsibility of being IABC's first non-North American chairman, I think it is important to note that I have been privileged to serve as a volunteer leader for the association for the past eight years at the local, regional and international levels. As such I have been fortunate enough to meet and learn from members throughout the world.

If has been my "IABC experience" that the pursuit of knowledge and friendship transcends national and geographic boundaries. Inclusiveness as a principle generally stimulates engagement, debate and ultimately excellence. If this is to be dubbed a "global perspective," then these values will certainly dictate the role I have been called on to play.

Then as a proud South African ... well, the recent sociopolitical history of my country certainly illustrates the power of negotiation, listening and communication in overcoming seemingly insurmountable obstacles.

JU: What are IABC's primary opportunities? And in which areas will you direct the association to focus its efforts?

SG: I believe that the real strength of our association is in its ability to tap into best practices across the full spectrum of the profession and the globe, and then to pass this knowledge on to our members. I see a very real opportunity to share this knowledge in an academic, cross-disciplinary and business context.

As for directing the association to focus its efforts, this is really the call of a combined team of dedicated volunteer leaders and staff. The team has been working on a well researched strategic plan based on member needs that focuses on customer service, financial excellence, learning and growth, and sound business processes. This integrated approach will guide our efforts as we move forward.

JU: How did you first get involved with IABC, and what value have you personally received from belonging to this organization?

SG: My introduction to IABC came as a result of being invited to speak on a panel at the Dallas conference in the early 1990s. It was there that I really began to appreciate that IABC leaders, staff and members are a community of like-minded professionals, irrespective of their country of origin or intellectual endeavour.

I have learned a great deal personally and professionally as an IABC member. I have been able to exchange ideas and methodology with colleagues in many countries. I have engaged, debated and been taught some sound lessons. And I have made some very good friends. It has been an uplifting experience since day one.

JU: If you had one recommendation for new members on how to maximize their membership, what would it be?

SG: Get out there and join the IABC community. Use all the programmes and services and volunteer where you can. You will be richly rewarded in so doing.