Page 5 - Jan/Feb 2017 FTM

have to organize, and at times, reorganize ourselves to best position the association for long-term viability. As the pace of our society continues to rapidly quicken, healthy associations require a real capacity to respond to threats and opportunities with a measure of nimbleness. Change, sometimes sizeable change, is necessary to move the association forward and change, understandably, can be threatening, frustrating, or upsetting. Some measure of membership trust in the decision making of the board even when in disagreement is critical to the ability of the association to make important changes.
In the two years to follow, I hope to lead with a commitment to authenticity. In any association of 25,000 members, unanimity of thought and preference is not a likely reality and sometimes decisions for the good of the whole do, in fact, have negative consequences on a part of the whole. Leadership at times involves making
decisions that will be unpopular to some. I hope in my tenure to be clear in the rationale for decisions, to be direct about the realities of decisions, and to simply do my best to have the best interest of the association in mind.
I have a strong confidence in those who serve AAMFT. During my own involvement on the AAMFT Board in different capacities, I have been privy to a meaningful evolution of board culture. The AAMFT Board has intentionally endeavored to evolve from a managerial role and constituency mindset to a more generative mindset. There is clarity and definition regarding divergent staff and board responsibilities. At great risk of oversimplification, I consider board responsibility to be primarily that of foresight and oversight. Foresight involves careful consideration of what lies ahead
by contemplating various knowledge- based questions and any data to address those questions. Effective foresight fosters
useful strategic plans. Oversight is about governance. The board governs the effective and responsible management
of the association via the chief executive officer without involving itself in the actual management the association. President Kennedy once envisioned a trip to the moon, fought for the resources to put the dream in motion, and then put the best people in place to make it so without involving himself in the details of the mission. Perhaps much of what we may dream of for the association is akin to a shot at the moon, but we dream the dream, consider the resources, determine what is realistic and a priority to accomplish, and rely on the talent of the staff to endeavor to make it so.
I look forward to the years ahead as we seek to inch closer to a few of the dreams we envision. Thank you for the opportunity.
CHRISTOPHER HABBEN, PHD
There’s never been a better time
to leave your claims made policy behind
Prior Acts Coverage ONLY $175*
*In addition to the appropriate premium for a new professional liability policy
New PRIOR ACTS Coverage from CPH & Associates
An Afforable Solution:
Rather than buying expensive “tail coverage” from your claims made policy carrier, you can now purchase a new professional liability policy with Prior Acts Coverage. This will protect you for future claims related to events occurring back to the retroactive date of your expiring policy.
& AS S O C I A T E S
Call Us: 800-875-1911 Or 312-987-9823
Visit Us Online
www.cphins.com Instant Quotes. Online Applications.
JANUARY / FEBRUARY 2017 3