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FROM THE CEO
Transitions and “passing-the-torch” time In November 2007, 14 years will have passed since my family packed up the minivan and U-Haul truck to make the trek from suburban Washington, D.C., to Indiana, so I could pursue my dream of serving as chief executive officer (CEO) of a renowned nursing organization. We have all experienced the missteps of moving, and our journey was no different. The usual 10-hour trip turned into 15, because the U-Haul wouldn’t go more than 50 mph in the mountains; my husband’s job transfer had not yet come through, resulting in many frequent-flyer miles from weekend trips; and our home back east had not yet sold, so we had no permanent home to move into. Nonetheless, my husband, 14-year-old son and 8-year-old daughter willingly left their friends, family and familiarity to pursue this new life. The enormity of what we were doing hit about a week later. Our daughter summed it up over the breakfast table when she said: “I don’t like this apartment. When are we going home?” The immediate reason she didn’t like it was because I had burned popcorn in the microwave the night before, filling the place with an acrid odor that would last for weeks. They still tease me about that all these years later! We stayed, though, and because of the kind, selfless service of others, came to embrace our new hometown and thrive in it. A high-school football coach took our son under his wing. A fellow student showed him the ropes, and a friendship developed. Just this year, that friend served as best man at our son’s wedding. There was the grade school PTA [Parent Teacher Association] president who paired her daughter with mine during orientation and invited my daughter into their home and activities. Despite attending different high schools and colleges, these young women remain close friends, as do their parents. And there was our real estate agent, who spent almost every day with us for weeks until we found our new family home, providing tips on everything from where to shop for groceries, to which doctors and dentists were well-respected, to which hairdresser and dry cleaners were good. Sure, they had a duty to serve us, because it was their job. But they went beyond the call of duty—they felt a social and moral responsibility to help. Using what they knew about the community and the environments in which we functioned, they guided us through a most satisfactory transition. The catalyst for our move, the magnificent organization known as the Honor Society of Nursing, Sigma Theta Tau International, also facilitated our adjustment. In the course of one’s life and career, opportunities occasionally occur where the fit between person and organization is almost too perfect to believe—where values, beliefs and passions are congruent and in synergy with each other. My tenure at the honor society has been such a synergistic, high-fulfillment time. Making a difference in the health of people worldwide by supporting the learning, knowledge and professional development of nurses is a daunting task, yet it is what we—leaders, members and staff of the Honor Society of Nursing—do every day. We are committed to service, whether for patients, students, colleagues, systems or policy-makers. Through this organization, we collectively assume accountability for improving the health of the world’s people. Our actions and our application of knowledge serve the social and ethical good of others as diverse as we are. For some, it means participating in a walk to benefit those suffering from Alzheimer’s disease. For others, it is teaching infection control measures to nurses and patients in HIV/AIDS-ravaged countries. And for still others, it is offering health services to the underserved. This service knows no boundaries in our organization. The nurse in India seeks advice from the nurse in Pakistan on safe-water issues following a natural disaster; a nurse in Mexico shares best practices in oncology with Canadian colleagues; and a nurse in Puerto Rico exchanges ideas on post-surgical care with a nurse in Taiwan. The global nature of the Honor Society of Nursing, Sigma Theta Tau International encourages and enables the borderless service and knowledge-sharing that makes a difference in people’s health. Now, it is time for the organization to expand these global endeavors.
The future of Sigma Theta Tau International as a global organization
has commanded the attention, deliberations and actions of the
honor society this biennium. The board of directors, councils,
committees and task forces are hard at work developing principles,
models and implementation plans for further global transition.
This is extremely exciting work that will move us all closer to
our vision of being a global community of nurse leaders and scholars.
It is a transition that requires long-term effort and individual
soul-searching to determine how each of us can best contribute
to this global paradigm. Make no mistake about it, the synergy between my beliefs, values and actions and those of the honor society remains solid and strong. I am exuberant about the global expansion and new paths we are embarking on. But as we make the journey, it makes sense for the organization to secure new leadership for this long-term commitment. It is also time for me to pursue other opportunities that have been on the back burner because of my desire to focus on honor society work. During this transition, rest assured that the Honor Society of Nursing continues to thrive. There is much work to do, and we are not slowing the momentum. As members of the board initiate their search and selection process, they know I am fully focused, supportive and committed. The progress made by Sigma Theta Tau International during my tenure is something I am quite proud of. To name a few achievements, we now engage 134,000 members versus 76,000 in 1993. We have established 446 chapters in 19 countries, up from 323 in four countries 14 years ago. We have established an electronic library, a leadership institute and an online education system. We are producing award-winning publications and communication plans. And we have increased the total corporate asset base from $7.6 million to more than $19 million. But none of this would have been possible without the collaboration, support and endeavors of board leaders, volunteer leaders, members, chapters and an outstanding staff. Thank you for the support you have given me and for allowing me to stand with you in this work. I am blessed and grateful for the difference we have made. Sigma Theta Tau International will always be my organization
of choice, one that resonates with and excites me professionally.
I may be passing the CEO torch and transitioning to a new place
in my career, but for me, the honor society will continue to be
a catalyst that inspires excellence and action, just as it did
almost 14 years ago when my family and I packed the van and U-Haul
and trekked across the country.
RNL
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