How has IACP changed under your leadership?

We have significantly advanced our organizational purpose by channeling creativity, expertise, and progressivity into our communications. Historically and culturally, we would speak when things were exceedingly good or bad. We did not provide meaningful insight into our daily efforts for our members and prospective members. Rethinking why, when, what, where, and how we communicate has led to a more transparent organization and an engaged and informed membership.

You recently became a Certified Association Executive. What was the most valuable lesson you learned through the process?

Pursuing the CAE has been invaluable. Let me share just three thoughts. First, look to associations who do things well and benefit from their past trials and errors to leverage leading practices. Second, assume you have a knowledge gap. Embrace continuing education, know where to look for help, and develop a peer network for counsel. And finally, invest in tomorrow. Make learning an organizational priority, and invest in the next generation of association leaders. We currently have four staff in the CAE process.

Assume you have a knowledge gap. Embrace continuing education, know where to look for help, and develop a peer network for counsel.

What have been some of your greatest challenges?

The greatest challenge confronting IACP has been the external dynamics confronting policing. While it’s an extraordinarily challenging time for the profession, it’s clear that we were not nimble enough to adjust to change. This realization meant we needed to transform how we worked. We shifted staffing models from a siloed, project-based approach to a flexible, team-based enterprise. We also elected leadership that made significant governance changes to encourage flexibility and mapped a new strategic framework. And we focused on communications. Our responses to the challenges have made us a more resilient and forward-looking organization.