Suzanna Laurent Shares Her Vision for STC

By Suzanna Laurent

While attending a Region 4 Conference in Michigan, I also visited the Henry Ford Museum. During that visit, I learned a lot about Ford and the automobile he made so successful. Many people have the mistaken idea that Henry Ford was an inventor, but Ford did not invent the automobile. He didn’t even “invent” the assembly line.

So what did Henry Ford do? He learned from other people’s experiences as well as his own. He took risks. He saw failure as a lesson, and he applied everything he learned to improve the product, the process, and the policies that shaped the American automobile industry. In short, he was a great innovator. And because he was so willing to share the lessons he learned, he became an inspiration to many others.

I am running for the office of second vice president of STC because in my own way, I want to do as Henry Ford did. He wanted to “learn from other people’s experiences as well as his own.” I want to use the lessons that I have learned in 25 years of management and leadership positions to create solutions that will ensure STC becomes an organization that is vital to the diverse careers of technical communicators.

One innovative thing that I did during my term as director-sponsor for region 5 (1999-2002) was to attend conferences and give chapter programs in every region to meet our members and listen to their ideas. As a result, I have presented 103 conference sessions, leadership workshops, and chapter programs in locations from Toronto to Hawaii. This “listening tour” gave me a greater understanding of the unique challenges facing technical communicators.

While serving a three-year term as the Director-Sponsor for Region 5 (1999-2002), I gained a thorough understanding of the issues and concerns facing the Society. Working individually with chapter and SIG leaders and other members has been an invaluable experience that I believe is crucial to being the most effective leader in the “presidential chain of offices.”

Ford also “took risks.” Failing to be innovative and leaving things at the “status quo” is a risky business for both STC and technical communicators. It must become part of our role as technical communicators to show the value we add. We must continue to learn more, do more, and be more. It is imperative that STC become the “premier” organization for technical communicators; one way we can do that is by listening to what our members say they need. The organization that best meets the needs of its members is the one that retains its members and attracts new ones.

Ford “saw failure as a lesson, and applied everything he learned to improve….” During the process of defining STC’s brand, we discovered where we were making our mistakes and that we were not being perceived as we wanted to be, so we’ve made changes to correct some of those misconceptions.

As we seek new ways to improve our organization, we must improve our processes and the quality of our member services until we have an organization that shapes and designs the future of technical communication.

STC members work in more diversified environments than ever before, with experience, skills, and talents that vary widely. Nevertheless, we share the desire to be recognized for our contributions to our workplace. I believe that STC can help members achieve this goal. By proactively promoting technical communication, we can make a difference in the lives and careers of our members.

Important strategies to concentrate on for improving STC include:

• Educating members about how to define and measure the value they add to the products and services they provide, how to measure that value, and how to add even more value. I have presented programs at 12 chapter meetings and sessions at five conferences on this important topic. It is also my topic for a conference keynote address next March. I firmly believe that we, as technical communicators, must consider it part of our role to prove the value we add to our diversified organizations, because when a collection of minds, hearts, and talents work together, great things can happen.
• Exploring new ways to build membership in the Society. New members are the lifeblood of every organization. For the first time in 21 years, STC’s membership has dropped significantly this year. By strengthening the value of membership in STC, we can sign up new members and retain more of those who already belong. As chapter leaders seek to improve their membership retention percentages, they must ensure their chapters meet more of their members’ needs.
• Understanding the Society’s bylaws and strategic plan. Because I spent a year managing STC’s bylaws committee, I have an in-depth knowledge of the Society’s bylaws and how chapters apply them locally. I am the only candidate for second vice president this year who has managed this important committee. My committee updated an unusually high number of the Society’s governing documents to implement the changes brought about by STC’s new “brand principles.” I also reviewed the proposed bylaws changes for a large number of chapters, providing feedback when necessary.
• Communicating more effectively with organizations outside our profession and with our members and chapter leaders internally. I strongly believe that we need better communication between the Society, all of its different types of leaders, and its members. Towards this effort, I am currently managing the Leadership Tips subcommittee of the Society’s leadership development resources committee.
• Providing better training for Society and chapter leaders. I’ve written and posted on my personal Web site, for all chapter leaders and newsletter editors to reprint as they choose, over 35 articles on leadership topics such as mentoring, networking, recruiting new members and volunteers, developing commitment and motivation, team building, working with volunteers, and more. These articles have been published over 500 times in STC chapter newsletters. In addition, I have presented all or part of 19 leadership workshops for members across the country.
• Creating opportunities for members. One way members can receive higher value from their membership is by taking advantage of the many opportunities provided by the Society, its SIGs, and its chapters. When members utilize the telephone seminars, award-winning publications, conferences, and attend program meetings, they take advantage of many educational opportunities. Participation in chapter activities provides opportunities for sharpening a variety of personal and professional skills, learning to work with diverse personalities, networking, fun, and much more.

With these strategies and with experienced leadership and guidance, STC can become the catalyst that enables technical communicators to achieve the professional status they have earned. And when that is accomplished, we will have fulfilled my vision for STC to become an organization whose members feel that their membership in the Society is absolutely essential to their careers!

I believe that I am the candidate who has the most experience and can provide the leadership necessary to achieve this vision for STC. You may learn more about my qualifications and review my articles and presentations by visiting my Web site at http://pages.prodigy.net/slaurent or by sending me an e-mail message at slaurent@prodigy.net. Please contact me personally and let me hear your thoughts on these important topics.