As my two-year term as your chairman comes to a close next month, I’ve found service to TRSA is not all that different from being in business. You must prepare for the unexpected and carefully position your organization for growth and efficiency—for both the short- and long-term future. Once you’ve settled on a strategy, you must follow through with it on a daily basis.
 
In TRSA’s case, everyone knew that positioning the industry for the future meant establishing a unified association that would provide a diverse range of services, respond effectively to member needs and eliminate duplication ...