My Observations

Though the crisis management of the moment has been distracting,  I believe that this has occurred at an ironically opportune juncture of our organizations natural evolution.  As our membership grew with the economic growth enjoyed by our industry for almost a decade, our organization leadership had us implementing a core curriculum re-write shoring up the foundation of our Institute to remain relevant and stand at the forefront of CIRE education for generations to follow.  The leadership of our Institute had us enhancing and developing new technologies that will secure our position as pioneers in the delivery and advancement of CIRE technology tools.  An improved awareness of the value of our Chapter structure has us embracing and supporting the grass roots conduit to our membership base.  The growth of our organization from within has served us well, but it is timely that as we move towards 50 years of industry leadership around the world, we will be recruiting new professional leadership to help guide us.

As many of you have come to know me, I am one who asks questions and is always in search of adequate information to make a prudent and responsible decision on the issue at hand.  As a member of an elected Board of Directors to a not for profit educational institute and membership organization, it is incumbent on each of us to make informed decisions on a variety of issues over the term of our service.  Although the CCIM Institute is a very complex organization, it is not "optional" or a matter of convenience for its Directors and volunteers to be presented adequate information to offer prudent judgment at the appropriate times during ones tenure.

It is our privilege and significant responsibility as leaders of a not for profit organization to make judgments as to the investment of financial and human resources to further the Mission and achieve our Vision.  Maintaining the delicate balance between achievement of philosophical goals and measurable membership value in an economically sustainable manner is the challenge.  This awesome task of leading our Institute to its future, demands a consensus of mission and vision, acknowledgement of the goals and objectives and transparency into the actions undertaken to implement the strategic plan.  This does not mean micro management of daily operations.  To the contrary, transparent environment and leads to a healthy culture of operating where those responsible to carry out actions are free to do so, knowing that because of the transparency, there actions can be performed to the best of their ability based upon open direction and purpose.  When this is the environment in which people are allowed to perform, the Board of Directors will openly observe productivity and can in turn develop confidence in the organizations ability to perform in a sustainable manner.