The fallout from the shake-up at the top levels of IABC continue to generate a lot of discussion among members and non-members alike, primarily on LinkedIn and among communication bloggers. The most recent fuel was added to the fire by Paige Wesley, former Communications & Marketing VP for the association, who wrote about her experience as one of the victims of last year’s massive layoff at headquarters. It’s worth a read not only because of the disturbing insight it gives us into the whole mess, but also because of the constructive tone with which she writes, complete with suggestions for how to move forward.
As a lapsed member, my input might not be valued by anyone at IABC. The fact is, however, is that I want to see IABC get back on track, not only because I invested years of my professional life as a member, volunteer leader and zealot, but also because its success is important to the profession. At its best, IABC fills an important need for an association that appeals primarily to corporate communicators as opposed to traditional public relations professionals.
Most observers agree that for IABC to succeed, significant changes need to happen. The specific nature of those changes is up for debate, and has been heavily debated in the last few weeks. A lot of ideas have been tossed out for public consumption, some of them quite specific, like Mike Klein’s reimagining of the governance structure.
To me, the question has less to do with what IABC’s executive board and staff look like than with what they do and where they focus their attention. I believe areas of focus (or strategy, if you want to call it that) are particularly important to IABC’s ability to survive the long haul.
For many years, I’ve believed that IABC has turned its focus toward providing products and services at the global level (Webinars! Conferences! Books! A new website!) and away from the place where IABC members really live: local chapters. This loss of focus began long before Chris Sorek was hired as executive director.
As I wrote in one of the LinkedIn discussions, I believe IABC members primarily want two things from their association:
- Networking opportunities where they can meet other communicators, learn from them, vent to them, cry on their shoulders, form professional friendships and perhaps hire them or be hired by them
- Education and resources that help them do their jobs better, primarily from meetings and conferences, but also from publications and online sources.
I have no hard data to back this up. It’s based on my 20+ years of experience as an IABC member, two-term chapter president, district director, International Executive Board member and former Accredited Business Communicator. Take it for what it’s worth, but I’m willing to bet I’m pretty much on the mark.
To get back on track, I believe IABC should return to a focus on delivering an excellent member experience at the chapter level. From a global standpoint, that means everything the board does (in terms of strategy, allocation of resources, etc.) should focus on members and chapters, which are the primary means of delivering member services.
IABC at the global level should do just a few things, but do them well: A top-notch World Conference, a first-rate Chapter Leaders Institute, a Research Foundation that members can tap into for best practices and for helping educate their employers as to the value communication adds, and a narrow set of excellent publications that do the same.
Otherwise, IABC Headquarters should be all about supporting chapters and, to a lesser extent, regions: Provide resources to help volunteer chapter leaders manage their chapters efficiently and easily; provide support for local and regional programs and conferences; provide infrastructure so chapters can meet the informational, technological and professional development needs of their members; and provide the mechanism for members to “Be Heard” by their association leadership regarding their needs and expectations.
This is what IABC used to do well and it is what has been largely missing in the last 10+ years.
Such a focus on delivering member services through healthy chapters suggests some pretty specific strategies and policies for the executive board to develop. The board should develop them and hire a competent association executive who understands the business communication profession to carry them out with the assistance of a competent staff.
Until IABC returns to a member focus through chapter support, it will continue to flail and fail – and the next failure might be its last.