STRATEGIC DEVELOPMENT WILL HELP THE
ASSOCIATION BECOME MORE FORWARD-THINKING
AND MORE LIKELY TO BECOME THE ASSOCIATION
OF CHOICE THREE TO 10 YEARS FROM NOW.
decision-making process.” He sees his
role as helping to change the communications game. “We won’t use information
as a weapon, but we’ll use it as a tool.”
Enhancing leadership development
Also, Currey would like to improve
NAIFA’s leadership-development efforts.
“I’m talking about the local and state
leaders, bringing them more into the
fold,” he says. For example, NAIFA could
offer the Board members’ training and
development programs to the general
membership. “It may be at a slightly
different intensity level, but with the
same kind of approach. And I want that
approach to be strategic.” Strategic devel-
opment will help the association become
more forward-thinking and more likely to
become the association of choice three to
10 years from now.
“So we’re going to have to come
up with a way to more fully engage our
local leadership, especially,” he says. It
is “NAIFA’s job to reach out and touch
those folks on a more timely and frequent
basis and make sure that when we do,
we’re helping them reach that strategic
level that I think all of us need to be
thinking about.”
High tech, high-touch
In addition, Currey supports efforts
to improve NAIFA’s use of technology
to serve its members and the industry.
“We’re heavily into technology these
days, and I think NAIFA’s a little behind.”
The association should be a state-of-the-art technological force, he says. “We
can use it for marketing, leadership and
career development.”
However, technology can’t stand
alone. “We’re going to have to keep the
human touch so that technology doesn’t
separate us but works as a tool to bring us
together. We want technology to work for
us, not us to work for our technology.”
It will take a “chunk of change,” as
well as an ongoing financial and intellectual commitment to bring and keep
NAIFA’s technology up to date, he says.
The goal is for the association’s database
to “inform our understanding of our
membership, because we’ve accumulated
and mined the data to know what our
members want and to do our very best
in giving it to them in the most expedient
and efficient way possible,” Currey says.
“If we make any progress in those
three areas, I think we would have
done a good year’s work,” he says.
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November 2009 | ADVISOR TODAY 33
