SNM LEADERSHIP UPDATE
Communication—A Process of
Continuous Improvement
One sure sign of a thriving organization is its ability
to communicate with its stakeholders—with
clients and customers on the outside and members
and staff on the inside. Good communication requires
a healthy exchange of information, and with today’s
vibrant electronic infrastructure, this exchange can be
made at lightning speed in myriad ways—and often in
large volume.
Successful organizations must be responsive enough
to listen yet nimble enough to react quickly to ques-
tions, suggestions, and new ideas. At SNM, we feel it is
important to adapt our methods and paths of communi-
cation to stay flexible even as we keep the information
flowing.
After recent revisions and expansion of the mission and
changes to the corporate look, SNM has evolved into a
thriving organization with much to do. Effective commu-
nication from leadership to membership and vice versa is
critical to successfully achieving our objectives. Our com-
mittees will be a primary focus in the near and longer term.
The plans and proposals they produce must flow in some
form to the SNM House of Delegates and board of directors
for final decision and approval.
As we have engaged in expanding the mission of the
society, the board has reached a point that requires us to
examine the most efficient way to oversee and incorporate
the work of the committees. We have begun to make a
series of changes in our governance in order to improve
communication paths so that board consideration does not
become a bottleneck. To do this, we need to change the
ways in which: (1) charges are given to the committees and
other organizational units of the society; (2) information is
communicated and processed; and (3) support is provided
by SNM staff. We are looking at ways that will allow us to
handle increased activity within the society so that we can
give each initiative the consideration and discussion it
deserves while still acting expeditiously, not only to main-
tain but also to increase the agility and flexibility of the
organization as a whole.
Toward that end, as officers of the society, we are
streamlining the structure to create new channels through
which information can flow up, across, and down within
the society. We have created 4 ‘‘commissions’’ that will
serve as intermediate hubs where information pauses, is
thoughtfully considered, and then moves out in different
directions as necessary—perhaps for further or additional
consideration by other groups within or even outside of the
society, perhaps back to the originator for enhancement, or
perhaps to the board of directors for final consideration.
The board is reviewing, discussing, and making final
recommendations on these new commissions. A more de-
tailed description will follow in the June Leadership Update
column.
As SNM transitions to a more active, more vital
society, we need to adapt the communication process so
that it supports rather than impedes the society’s
progress. It is our belief that this improved communica-
tion pathway will establish an exchange that is smooth,
expeditious, and effective.
Alexander J.B. McEwan, MD
SNM President
Robert W. Atcher, PhD, MBA
SNM President-Elect
Michael M. Graham, PhD, MD
SNM Vice President-Elect
Alexander J.B.
McEwan, MD
Robert W. Atcher,
PhD, MBA
Michael M. Graham,
PhD, MD
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