Turning Point

Communication World, June, 2001 by Gloria Gordon

AN INTERVIEW WITH CHARLES PIZZO, IABC CHAIRMAN IABC's chairman speaks candidly about the association's present and future.

This has been an interesting year, certainly a tumultuous one -- looking back on what we've learned, how do you see IABC building for the future?

The Chinese character for "crisis" is partly made of the character for "opportunity." IABC has reached a turning point - it has an opportunity to learn from the events of the past year. Noble goals must be built on a solid foundation of basic value and service: knowledge and networking for members, and support for chapters. Chapters are IABC -- people are its lifeblood and its revenue base. Members need and want the insight and skills to interact with the larger community: the profession and the business world.

IABC's "investors" are its most valuable asset. Members have stuck by the side of the association through a challenging year. And their expectations for the future are huge.

Is their association prepared to accept change? Today, the association must commit itself to a healthy self-evaluation. Is IABC delivering tangible value for dues to each and every member, regardless of geographic location? Is it responsive to their needs, to those of the profession and the organizations for whom they work? Is it bottom-up driven? Is it fiscally prudent? Is it service oriented, and is it a marketing-driven organization, committed to doing business globally in local currency? Is it prepared to be open and transparent -- a role model for the type of communication it upholds as "Excellence"? Is it an advocate, championing the value and benefit of communication outside of the profession to the world's business leaders and media? And most critically, is it a North American organization or a truly global one?

These issues have persisted for too long. IABC's members are its shareholders; its market share will go up or down on the basis of its ability to deliver value to the marketplace.

What have you done to put IABC back on the right track? The continuation of fairly normal operations without severe interruption has been an accomplishment. Early indicators suggested there could be service interruptions as a result of the financial issues that forced the association's executive board to take strong and unpleasant financial actions. This short-term strategy served the association through very lean cash flow months and protected its viability. Now we must re-engineer IABC, its operational style, its financial controls and policies, and its governance.

Of all the decisions made as a volunteer; for me, personally, the highlight was recruiting Lou Williams, ABC, APR, IABC Fellow, to work with the executive board as the association's interim president. As a past chairperson of IABC and its Research Foundation, a communicator who served as the association s probono public relations counselor for several years, and an entrepreneur/businessperson, he possesses the right mix of insight and skills to help fix IABC. And he has been well received by members and leaders -- helping the organization's communication soar to new heights.

Other notable achievements included getting a transition team into place, led by Brad Whitworth, ABC, IABC Fellow, as well as a search team for a new president headed by Al Wann, ABC, APR, IABC Fellow, and Marie Raperto of The Cantor Concern (who donated an executive search probono. We've been lucky to have recruited a long list of IABC leaders, past and present, to help in various areas. IABC loyalists -- all passionate people -- have made their support felt.

Finally, I am proud to have worked with a very courageous executive board this term to transform IABC into a financially sound and open and transparent organization -- one committed to becoming international in more than brand alone. The team held together and served IABC members well.

As for actions taken, task forces on currency exchange issues and governance will look at some longstanding issues. The executive board has been steadfast in its commitment to regional development. And our goal is to adopt a tougher reserves policy in June.

In your travels, what are you hearing from members?

Many don't understand the value of membership...for them the only tangible sign is their subscription to Communication World. IABC must hone its brand and develop a strategy for it. It must -- finally and unequivocally -- commit to a world-class marketing and communication program. It must demonstrate leadership and be able to extol benefits to members as well as the benefits of communication to the larger business world. IABC must assert itself in new spheres of influence.

There's value in belonging to an international association. It's in our brand definition -- it's our unique selling proposition -- but frankly, IABC has work to do to live up to that promise in its decision-making and in the depth and breadth of its programs, products and services.

North Americans need only look to the Gold Quill Awards: some of the most innovative and creative communication work is happening outside of North America. Slovenia, for one, is a hotbed of excellence. The entire membership can benefit from access to such case studies in today's global business environment.