Page 16 - FDCC Flyer Summer 2021

Officer Reports
for face to face interaction, and this is proven by
the overwhelming response we have seen as The Greenbrier room block filled quickly and our members are clamoring to return to a live convention. Engaging and connecting underlie all we do. Fellowship is not just a social event, it’s where relationships are built
and strengthened, solidifying the foundation on
which referrals and effective networking are based. Business development can be a sensitive topic, but we should discuss it openly and honestly. Our members need to be able to show return on investment of
their membership, whether they are defense counsel bringing in new work or corporate and industry members finding the best possible lawyer in any location and developing a network of like-minded executives. It is incumbent on our Board to maximize the opportunities for our members to accomplish these goals by planning future conferences at reasonably affordable and accessible locations.
The Federation’s corporate counsel and industry member initiatives are near and dear to me, having spent several years working on and eventually chairing the Corporate Counsel Symposium and then serving
on what was then called the Corporate Counsel Committee. We’ve made good changes in recent years enhancing the membership experience of this group, including shortening the Winter meeting and holding
it in more urban locations, thereby making it more affordable and conducive to their ability to attend. CCS and the Insurance Industry Institute are the best of their kinds and have become centerpieces of Federation programming, and must continue to grow. But there’s more to do. We’ve done a better job listening to our corporate and industry members in recent years, but we can do even better. The post-pandemic world will be especially challenging for this group and the Federation must be responsive and collaborative. Making more future programming virtual or available on demand will be important, as will creating more opportunities for corporate and industry members to gather amongst themselves and exchange ideas and best practices.
Admissions and recruiting are vital to our future success. I think Admissions is the hardest working committee in the organization and they deserve thanks from every one of us for their efforts. Membership levels are right about where they need to be, but to
balance out the natural attrition through retirements and otherwise, we must continuously identify new candidates. FDCC’s status as the preeminent defense organization was demonstrated by successfully meeting our goals for recruiting and admitting new members even during the pandemic. However, membership might become more economically challenging for potential candidates in the coming post-pandemic years, so recruiting must remain a top priority. I feel strongly that this should not be done by watering down our admissions criteria, and that we must maintain
the high standard of ‘over and above’ to qualify for membership.
I believe in servant leadership. There are times when a leader must grab the banner, step in front, be the voice, and lead the charge. But there are other times when the most effective leadership is to equip and enable others to operate in their gifting, step out of the way, and let them shine. I can do both, but my leadership style is to do the former when appropriate and the latter as a matter of routine practice.
I’ve had the privilege of planning and hosting the semi- monthly virtual new member orientations during the lockdown, when our officers, Executive Director, and other leadership representatives introduce a handful of new members to the innerworkings of FDCC and the resources and opportunities available to them. At these orientations, when we talk about the extensive vetting process and that our Admissions Committee routinely rejects nominations, the new members begin to realize that they have begun a rewarding journey with a truly special group of people.
A big part of member value is engagement, and