Page 13 - FDCC Flyer Summer 2021

much from each other with us, and we offer much of ourselves to each other.
We instituted new ideas and programs --- website modularized design development in the 2000’s; pre-meeting section conference call work and accountability; demographic analysis of states’ regions to better focus recruiting efforts, the Corporate Counsel Symposium Update at winter meetings for our in- house members to design and present their own programming; the virtual programming work this past year; to name a few.
But what path shall we take from here? Our FDCC responded effectively to the COVID crisis through our virtual programming this past year. Our growth in our on-line experience surpassed other bar associations in providing superb value to our members. The good we glean here must fuse with our future. Design Thinking allows us to re-imagine not just FDCC programs, projects, or years, but the FDCC itself.
A new, hybridized Federation. The challenges and opportunities ahead require leadership ready to adapt to and capitalize from them. We can build on FDCC On Demand and on Evolve. Let us leverage what works
so well at our in-person meetings so critical to who we are as an organization. Unravel that to weave funding into our FDCC year for presenting the best of our section and plenary programs on demand following the meetings. Provide interactive live-streaming from a Theme Party or Gala to those unable to attend in person. Use the virtual experience to open opportunity for our International Members and our work with AIDA. Make this “virtuality” a definitive aspect of our FDCC experience.
This is just the beginning. Our Strategic Plan helps guide us through this transition and assures the FDCC maintains its preeminence among legal professional organizations. The Officers and Board must continually evaluate our work, assess opportunities, build our understanding of them, and launch new actions, fully evaluating them and those great ideas whose time has passed. This nurtures the Federation’s future best by respecting our members’ time and energy. Effective synchrony with and demonstrated support for the Federation Foundation relates to this.
Thought leadership. Cultivating the Federation’s cutting edge intellectual capital. We do this through carefully planned in-person and virtual programming. Successful examples include: the Insurance Coverage Academy, “Table For Five”, our FedLife work, the upcoming Deposition Boot Camp series, and others. Future Trial Masters and Public Speaking series
will continue engaging that edge. We can advance
our integrity and civility through our advocacy ---growing our Amicus work and building interest
and commitment among our newest members. Consolidating our publications, programming, and the website to one overarching Member Communications Committee enables a consistent message not only to inform our members but the legal community at large.
Critical to our need to further connect and engage is our new member work. Through this we effectively propagate the Federation’s culture, providing meaningful value both in person and on line. As we impart to our section leaders this reinvigoration,
our newest members and their orientation should
be manifest both through our in-person meetings, revitalized from the past as recently done in Scottsdale including introducing them to the sections, and through rotating groups working year round through the virtual environment.
The FDCC should help these newest members understand the Federation’s ‘ROI,’ enabling firms’ leaderships’ appreciation for returned investment in the FDCC. This, together with FedLife working in- person and virtually over the course of a given year, can assure our organizational vitality grows with each individual member into our consistent organizational powerhouse role in the profession.
Inspired. Community. These words catch so much of the FDCC’s future. Inspired to consider the long term consequences of decisions and yet make bold ones where needed. The FDCC community can and will transition forward to even greater success as we ‘win’ this transition. Together we can do this.
I mentioned a tempest. Reaching calmer waters requires comprehensive experience at our leadership’s pinnacle. The central concept of leadership is foresight. As noted, the ability to anticipate change so to adapt
to and capitalize on it is key. Twenty plus years in
Leadership
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