Leadership for the Future

A number of years ago, when we discussed California Dental Association leadership issues with a dentist colleague, he referred to CDA volunteers such as officers, trustees, and members of committees as "dental politicians." His rather negative view of those who volunteer to serve the profession extended to suggest that decisions were accomplished "in smoke-filled rooms behind closed doors."

Fortunately, this rather view of clandestine workings was not entirely accurate even in the "good old days"! Shortly after I entered the world of service to organized dentistry, the only accurate part of the above definition -- "smoke-filled rooms" -- disappeared because CDA adopted a no-smoking rule for all official association meetings in the mid-1980s. As for the rest of this inaccurate perception, we have found the decision process to be open and fair to the interests of the membership. Only rarely in the past did we observe a personal agenda interfering with development of an objective solution.

While the process has continued to improve as a result of concerned leadership over the span of years we have observed it, organized dentistry still falls short of the expectations placed upon it by many members and potential members. From treatment techniques to ethical considerations, most members of the dental profession set high performance standards and expect that level of performance from colleagues, be it in patient care or service activity.

A few of the critical issues the association must face and resolve if it is to achieve the stature of value expected by the membership base it seeks are the increased ethnic diversity of the profession, educational indebtedness, changing patterns of dental disease, and external access to care issues facing the profession.

However, through a strategic planning activity that has been in place for slightly more than two years, the staff and volunteer leadership of the California Dental Association have become more acutely aware of the expectations of the member at large than any of their predecessors. This is not a criticism of those who have served in the past, but an acknowledgment of the considerable sacrifice and commitment that current leadership has demonstrated in their efforts to become educated in the methodologies necessary to function within a knowledge-based system of governance.

Some notable accomplishments have been achieved in the past 12 months. The strategic plan, which originally featured 19 goals and 77 objectives, has been streamlined into eight goals and 25 objectives structured along the lines of business of the association. Staffing of the association was completely reorganized last year into a divisional structure to address the goals and objectives. Planning activities for the first five years of the plan were established, 2002 being the second year of the plan.

In the latter part of 2001, approximately 1,000 members responded to an e-mail survey, and CDA delegates were surveyed during the House of Delegates to identify priority issues for 2002. The top three issues were relationships with third parties, a shortage of dental auxiliaries, and government relations/advocacy. Delegates added recruitment and retention of members to this list slightly ahead of third parties, which then dropped to the fourth most frequently mentioned position on a list of mega issues.

In addition to the changes in structure and the identification of issues to be addressed, renewed efforts to prepare volunteers to successfully engage in the business of the association have been moving forward. In early February, component society volunteer leaders and staff as well as association officers, trustees, council members, and staff participated in a stimulating Leadership Conference that featured noted consultant Bud Crouch. He facilitated a keynote session on creating a knowledge-based association that engaged all participants, enabling them to better understand the roles of the CDA Board of Trustees as well as the role of leadership at the component societies.

At the conclusion of the conference, attendees had a better understanding of facilitative leadership. They learned that:

* They must engage in leading rather than telling or driving;

* Leaders utilize a strategic agenda, rather than personal agendas; and

* Volunteer leaders know that they are accountable to all members in their efforts to leave the association in a better place than where they found it.

The most recent display of progress occurred at the February meeting of the CDA Board of Trustees. At that time, the trustees were exposed to an exercise in knowledge-based strategic governance. In this exercise, the trustees met in breakout groups organized along the lines of business and gained valuable experience in engaging in the elements of this new model of governance. Trustees and council chairs engaged in dialogue that defined some of the issues facing the association. This activity, followed by deliberation, will be continued at all future Board meetings. The ultimate goal is informed strategic decision-making by the Board, a considerable change from the reaction and ratification processes that have traditionally characterized Board activity.

These recent activities showed conclusively the merit of transitioning to the knowledge-based governance strategy, even though the changes have sometimes seemed to occur rather slowly to some in leadership. Continuing improvements in leadership decision-making will bring greater efficiency to the deliberative process. It is hoped that members and nonmembers will see outcomes that they value, which will convince them to support organized dentistry.

We are impressed with the progress to date. As the frequently inaccurate characterizations of volunteer dental leadership of yesteryear fade as a result of current and future achievements, it is hoped that more members will become energized to participate in the process. That will improve the potential for success in achieving membership value from association initiatives. During the next few months, the screening committee of the Board of Trustees is undertaking its annual task of reviewing applicants for association service in 2003.

It is hoped that the changes in association governance described herein will encourage more interest and enthusiasm in serving the profession in California. The future strength of the profession will be dependent upon a dedicated leadership that provides the direction necessary to achieving the value that all colleagues seek from their professional organization. That future is NOW.