*Note: The following is from our archived collection of older documents, and may not reflect the most current information.

The Executive Director is responsible for the implementation of Board policy and practices and works to: (1) achieve the strategic plan and objectives of the Association, (2) broaden the Association's influence as an authoritative educational institution, (3) increase the Association's membership, and (4) cultivate and maintain contacts that will serve as resources for the Association in the development and funding of programs.

The Executive Director displays these skills: leadership, vision, strategic guidance, fiscal oversight, listening, providing feedback, conflict management, coaching, facilitating, articulating ideas, motivating others, problem solving, decision making, customer service, technological astuteness, and effective management and supervision.

Since the Executive Director is designated to develop the annual program plan and provide specific direction toward achieving SLA's strategic goals, the following four priorities are put forth to ensure the growth and success of the Association:

• Change Management
• Communications
• Global Alliances
• Strategic Learning

By establishing strategies for each of these priorities and achieving the desired goals, the Association will be in a position to continue the growth of its membership base, provide cutting-edge products and services, build on its financial stability, and achieve sustainable competitive advantage.

Change Management

One of the primary responsibilities of the Executive Director is to ensure that the ideals, goals, and objectives of the Association's Strategic Plan, as approved by the Board of Directors, are incorporated in a timely fashion into the development and implementation of the Association's Annual Program Plan. In today's fast-paced global marketplace, the windows of opportunity are narrowing and business strategies can easily become outdated. Effective change management will enable SLA to maintain its edge over the competition by meeting evolving business needs. The Executive Director will:

• Define SLA's knowledge and the organizational knowledge bank of processes, technologies, policies, rules, and regulations to enable the potential discovery of issues, barriers, and gaps that require further attention and/or intervention.
  
  
• Focus on moving from short-term interests to the creation of long-term values by examining and defining members' constantly shifting priorities, seeking opportunities to invent, re-invent, and re-integrate products and services.
  
  
• Re-configure the business design, by analyzing impending change and its anticipated effect on people and the organization as a means to determine the most effective means of managing change.
  
  
• Formulate business plans and procedures, levels of effort, resource requirements, and timetables needed to effectively manage change.
  
  
• Prepare members, leaders, and staff for change through member involvement and communication to include fostering an awareness in others to effectively convey the implementation plans.
  
  
• Further develop the virtual association, realistically balancing and considering members' abilities and desires to access information electronically by assessing the membership's and industry's needs and preferences as related to the electronic dissemination of SLA's products and services.
  
  
• Ease the transition process for the new Executive Director by providing business and fiscal plans which facilitate the goals of the Association.

Public Communications

The Executive Director, in conjunction with the Association President, has a key role in representing and promoting the Association, the profession, and the membership to a variety of publics both internal and external. This vital function serves not only as a public relations function but also involves interaction with affiliated organizations and governing bodies and provides a continuity of representation for the Association. Public communication, awareness, and involvement affords SLA the opportunity to exert influence in formulating policy affecting information professionals, tap into resources required for program development, and shape the future of the profession. Effective public communications will foster a sustainable competitive edge. The Executive Director will:

• Foster a greater understanding of the Association, its members and the profession by communicating the value of the members and the roles they play within their organizations to those in the business community, governments, academia and the general public.
  
  
• Represent the Association at international meetings and through information exchanges.
  
  
• Work collaboratively with allied organizations at the Association level; e.g. AALL, ARL, ALA, MLA, IFLA, GWSAE, ASAE, etc.
  
  
• Work with the Association leaders to involve the Board in promoting the profession and the value of the information professional.
  
  
• Assist staff in identifying and participating in networking opportunities within and among the information industry and association community.

Global Alliances

The Executive Director maintains a consistent, key role in expanding the network of international partnerships. Global alliances are the means to share information, experiences, and resources which promote open access to and effective use of knowledge and information as tools of sustainable, equitable development. The Executive Director will:

• Link SLA's strategic position to global needs and devise a plan to capitalize on this position.
  
  
• Represent the Association at international meetings to include but not limited to IFLA, EBIC, FID, and FORO.
  
  
• Demonstrate information sharing among partners and other users.
  
  
• Building on the Global 2000 experience, take initiatives to further develop international programs, membership, and partnerships.
  
  
• Further develop the Global Information Alliance (GIA) to build a global information economy.

Strategic Learning and Development

The Executive Director has been charged with fulfilling the purpose, mission, and objectives of the Association. The Association's purpose, as established by its exempt status and articles of incorporation, is the education of its members and the public. The Association's Strategic Learning and Development program and leadership development activities are the means to sustaining a global leading edge which sets SLA apart from other information associations. The Executive Director will:

• Link SLA's strategic position to global needs and devise a plan to capitalize on it.
  
  
• Examine, through strategic analysis, the outreach, products, services, and delivery modes needed to advance SLA's Strategic Learning and Development programs.
  
  
• Provide staff with leadership and guidance in formulating the strategic direction of the Long Distnace Learning Program and its various components.