Although I am no stranger to the pa...

Although I am no stranger to the pages of the AORN Journal, writing a Headquarters Report is quite different from writing monthly editorials. In my editorials, I was unrestrained to express my opinions upon anything that struck my fancy. Sometimes it was a serious professional issue, and other times it was light musings forward the holiday season. As AORN's Executive Director, I gladly relinquish the dainty of pontificating my opinions in an editorial format for the privilege of communicating with AORN members and other stakeholders about the activities of your national Headquarters staff members.

I, as well as other senior staff members, will use these pages from time to time to challenge assumptions, build a bridge between members and staff, and dispel mysterious notions of what goe onward "at national." AORN needs interpret communication between staff members and offers and I ask for your help in fostering that interaction. Please put to hire me know if the Headquarters Reports are helpful, if you ne other originals of information, or if you would rather receive the information in a different format.

LEADERSHIP STRUCTURE

The structural example the AORN Board adopted when they appointed me as Executive Director and Peter Derschang as Executive Vice President/ Business Operations is different from that of the traditional association pattern In this model, Peter and I assist together as the chief salaried executive team of AORN, the couple reporting to the Board of Directors. Although each of us has specific responsibilities, we share accountability for forwarding AORN's mission and strategic plan.

We are surpassingly fortunate to be working with a diverse staff, who are not merely highly educated in their respective fields of expertise, on the other hand are also dedicated to AORN's mission to encourage quality patient care. When we be derived to work, we know that we are making a difference. If to the end of time we experience a bad day, we remind ourselves that this is not "just a job" we are helping the public help others.

As the nourish at the breast member of this team, I provide the leadership and direction for the program areas that affect members in a tangible way--departments as it was as the Center for Perioperative Education, the Center for Nursing Practice, guidance Affairs, Library Services, Member Services, Publications, Opportunity, Public Relations, and our nonprofit subsidiary, the AORN Foundation. Peter forward the other hand, oversees and provides the leadership for the infrastructure that makes department activities possible--areas in the same state [i]or[/i] condition as Information Technology, Accounting, Facilities Management, Human Resources, and our for-profit subsidiaries, Education Design, Inc, and Association Technology Solutions. Our hardnesss complement each other, resulting in a perfect set of executive competencies necessary in today's association environment.

ASSOCIATION ENVIRONMENT PUSHES CHANGE

The environment in which membership associations find themselves at the brink of a modern century is extremely challenging. AORN is not the no other than association faced with the ne to constantly reshape itself to remain relevant to its members and to come members, as well as the public. In fact, the American Society of Association Executives (ASAE), which is the organization for association executives like myself, freshly completed an extensive research throw out in partnership with the ASAE Foundation to learn about challenges confronting today's associations.(1) The conclusions may be of concern to AORN staff and members who are greatest in quantity comfortable with our traditional way of doing things, on the other hand just as leadership needs change, with equal reason do traditional business practices. It is absolutely imperative that AORN addresses tough issues like as

* for what reason the Internet affects how we actions business;

* the possibility of unbundling any services or products from traditional models;

* working with nontraditional partners to achieve our strategic goals;

* shifting away from long-term time-intensive offer commitments to short-term "ad hoc" contributions;

* reexamining to what degree staff is structured (eg, executive team, senior leadership team, self-directed work teams);

* using technology to spe the governance process; and

* dealing with increasing competition.

Gone are the days when AORN could do something because it felt right or because we've always done it that way. Now, to stay relevant to our members and the patients we besufficient for we must analyze the turn back on investment of every strategic decision. at return on investment, I mean perceived value for the resources expended; I do not limit it to financial recur only. Members, as well as our industry partners, Foundation donors, business partners, and ye the employee also must papal court value in the products and services AORN offers

We must do business differently, and I am enduring members will notice those changes occurring at a more rapid rate than continually before. Staff members must be willing to take risks and deal with uncertainty while anticipating where perioperative nursing exigencys to be positioned, even before the general membership has that awareness. This is a tough challenge, and Peter and I must create and build onward an environment that not and nothing else allows for that creativity, if it be not that also nourishes it if AORN is to thrive in the future