Good morning and Happy New Year today I stand before you halfway through my term as AVMA president. Over the past six months, I have logged almost 100,000 air miles, attended more than 20 different conferences, and most importantly, have had the opportunity to meet and interact with, and most significantly, listen to countless veterinarians. During my travels, I have endeavored to keep my eyes, ears, and mind open. And in so doing, have learned what is on the mind of the members of our profession. I believe that I know what it is that our member s value most and what their concerns are. With only a few minutes to speak with you today, I am going to give you a report, based on what I have observed and learned during my travels. I will concentrate on only one small, but I believe, critical aspect of the state of our AVMA and our profession. Now, in choosing to speak about only one significant facet affecting our wellbeing, it would have been easy for me to address any number of topics. I could certainly talk about the ongoing disparity between high educational costs and generally low starting salaries. Alternatively, I could eagerly speak to you, as I have in the past, on the vital need to greatly increase the ethnic and cultural diversity within the veterinary medical profession and within AVMA leadership. On the other hand, we could talk about the imperative for us to remember always our profession s roots by way of a promotional effort aimed at informing the public, of the vital role veterinarians play to humanely produce a safe supply of animal protein, needed to feed an ever-demanding and expanding world. And finally, I could address one of my very favorite topics, that of the tremendous opportunities for veterinary medicine, if we would truly choose to lead and become immersed in the One Health movement. However, what I am going to speak about with you today is I believe, the single most critical issue facing our Association. No matter what your area of veterinary employment may be, no matter whether we are in the upper most aspects of AVMA leadership or an average member, this issue affects - 1-
us all. That topic I have chosen to discuss this morning is the lack of trust that exists in so many aspects of today s society. In his book, The Speed of Trust, Steven Covey talks about the cost of mistrust and the toll that it puts on the ability of a group to make tangible progress, in a timely manner. Further, Covey says, that while increasing the level of trust within a group is an essential economic driver, it must also become the number one competency for leaders. Looking over this audience, one thing that strikes me is the memory of how the relationship between this House and our Board of Directors has changed over the years. Or, perhaps I should say, how little that relationship has really changed. There certainly exists an unfortunate level of reciprocal mistrust; anything that the Board puts forward, the House eyes with some level of suspicion. And I don t think I m betraying any trusts, when I tell you the reverse is also sometimes true. Make no mistake about it - that apparent lack of trust filters down to our members. They want to know not only what we are doing for them, but also candidly, why AVMA seems to takes so long to accomplish anything of substance. I also have to tell you, that while our members certainly hope that AVMA is trying to do what is in the best interests of its member s, not just in the best interest of the Association, they are sometimes not really sure. On any number of occasions, I have been questioned regarding our true motives. Our members not only want to know that we are listening to and trying to understand them but that we take their concerns seriously. They come to me at meetings and ask, Is the AVMA even aware of what is going on regarding the economic viability of our profession, and if so what are you doing about it? They ask me, Why is the Council on Education so dismissive of our thoughts and misgivings regarding the process of veterinary college accreditation? Often times, someone asks me, What is all the fuss about changing AVMA governance? In addition, they ask, Why - 2-
doesn t the AVMA contact me more frequently to ask my opinions on topics that I feel are important? One question I am asked, that you may find interesting, is Why aren t the Board and the House more accountable and transparent to the average member, Isn t this supposed to be a member organization? After a bit of further questioning, I ve discovered what they mean is, why doesn t the AVMA allow us to see the voting records for our Board representative or delegate in the House? Now, there is one question that I am asked most frequently, and I bet if you think for just a minute, you can guess what it concerns. Anyone care to venture a thought? Well unsurprisingly it s, Why does the AVMA s (expletive deleted) website have to be so difficult to use? It should come as no surprise that these gnawing concerns lead our members to suspect our intentions, which leads to a lack of confidence in our abilities. This in turn inevitably results in decreasing levels of trust, which has the effect of dividing our profession, and influencing the success and efficiency of all we try to accomplish. So what is it we must do to change the level of trust within our organization and to begin regaining the faith of our members? Well, that begins with each of us in this room, today. Growing trust starts with increasing our credibility and our credibility is dependent upon our behavior. As the old cliché so accurately points out, Actions speak louder than words. And, as Covey is fond of saying, You cannot talk your way out of a problem that you have behaved yourself into. I strongly believe we must direct our focus as an organization and as leaders in this organization, towards encouraging behaviors that increase or restore trust. To briefly summarize Covey: First, we should understand that trust begins within each of us. We must admit to ourselves, in any given situation, what is our real intent? What do we hope to accomplish? Next, we must demonstrate our respect for others by being willing to abandon our preconceived notions and maintaining an open mind. - 3-
Then, we must acknowledge the reality of a situation by always talking about the issues with others, in a straightforward manner. We should strive towards less talking and more listening. Moreover, we must make a genuine attempt to understand what it is the other person is saying and then work to try to clarify their expectations. We must practice accountability by informing others of what we are going to do and then reporting to them about what we have actually accomplished. And this should be done in a timely fashion, using their time frame, not ours And finally, a real biggy We must always keep our commitments. It is not easy to change behaviors, but for the sake of our members, our Association, and our profession, let us all earnestly try to walk the walk of Covey s behaviors of trust. Let us begin by first being honest with ourselves about our motives and our aims. Next, let s demonstrate trust and respect for our members through improved Association-wide communications. Let s make sure that what we say is forthright and that we objectively report the full story. Also remember, that to communicate means we must listen as well as speak. As such, let s work to make it easier for members to connect with their leaders, and Association through means such as a simplified and enhanced website. Finally, and probably most difficult, we as leaders, must increase our accountability to our members. We must objectively examine and seriously consider amending, those AVMA policies that may have the effect of stifling openness and transparency. In closing, I want to say that while addressing and improving the trust within our Association is vital to our future relevance and success, I am very excited and optimistic about the Strategy Management Process. Many people over the past year have conscientiously labored to utilize the SMP to help construct our new strategic plan. Additionally, our renewed focus on - 4-
marketing and communications is also very encouraging. I am expectant that these efforts will comprise the foundation we need to build a better American Veterinary Medical Association. One based on member focus, unity, and trust; an Association that is truly responsive and effective; an Association that we all deeply desire and our profession desperately needs. Frankly my friends, I don t think we can afford to do less. As always, thank you for allowing me to serve. - 5-