By Dick Koob, CLU, ChFC, AEP, NAIFA President

April’s “Viewpoint” by David Woods reminded me of the progress we have made in the past six months. As the Transformation Task Force continues its work, I will bring you up to date on some recent changes.

On Sept. 25, 2002, I addressed the NAIFA National Council assembled at the annual convention in Charlotte, N.C. I said that transformation would start at the national level and that a Transformation Task Force would be created to begin that work immediately.

That work started with our interim CEO, Jim Benson, and continued in January when, as our new CEO, David Woods, CLU, ChFC, LUTCF, brought his extensive experience and unmatched enthusiasm to NAIFA. He set out to improve our relationships with our constituency, sister associations and industry organizations.

Further changes followed. NAIFA hired a new COO, Francesca Monoki; and two staff members took on new roles—Steve Siesser as vice president of finance, and Michael Gerber as general counsel. We reorganized our law and government relations department, and realigned headquarters staff to operate more efficiently and effectively. In the process, we eliminated nearly $2 million from our operating budget. Then, when the NAIFA Board of Trustees met in April, it gave direction to the bylaw amendments that the National Council will vote on in September at the annual convention in Kansas City, Mo. An underlying goal of these amendments is to provide a strategy and offer tactics to help rebuild member value and member loyalty. This important work is the result not only of in-depth research and focus-group studies, but of the tireless efforts of countless volunteers who have contributed to this task force.

Grass-roots power
Without question, the survival of the NAIFA federation depends on the success of the local associations. It is at the local level that each member or prospective member experiences those “moments of truth” that formulate the decision to join or rejoin NAIFA. Only when the local associations are fortified with leadership and the ability to provide consistent, effective programs can NAIFA membership be turned around.

“If it weren’t for NAIFA’s grass-roots political power, many of our initiatives, including the taxation of inside buildup, COLI and split dollar, might not have been successful,” says Albert J. “Bud” Schiff, CLU, president of the Association of Advanced Life Underwriting. “NAIFA is absolutely essential in getting politics to the local level, and that’s been our strength.”

Clearly, advocacy is regarded as a top priority. But another is NAIFA’s absolute commitment to providing members with bottom-line benefits. “NAIFA’s membership is all about success,” says Richard H. Sullenger, president of MDRT. “The local association programs and LUTC classes are renowned for helping new or mediocre producers evolve into superstars.”

“Anyone who is serious about his or her career has an obligation to belong to, and get involved with NAIFA,” says Phillip C. Richards, CLU, CFP, RHU, president of GAMA International. “The collegiality we share is unique to the life insurance-based financial services industry, and NAIFA represents our collective voice and placing the clients’ interests first.”

There is a rising chorus of voices to support the transformation and to see NAIFA regain its stature as a preeminent force in the insurance and financial services industry. A strong NAIFA will fortify our industry with leadership and vision and provide the American public with ethical, well-educated life insurance and financial advisors.

Richard A. Koob, CLU, ChFC, AEP, is a financial representative for Northwestern Mutual in Waukesha, Wis. He was elected president of NAIFA in September 2002.

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