Big Picture Leadership And Nitty-Gritty Details

Leading an association for 60 years

Taylor Fernley's history and future are firmly intertwined with the history and future of the Gases and Welding Distributors Association. Fernley notes, “I have grown up with most of today's industry leaders. My father, before me, managed the association together with many of my peers' fathers and grandfathers.” Fernley emphasizes the importance of mutual trust, respect and the candid communication which has formed the cornerstone of his relationship with the association for more than a half century.

Taylor Fernley (r) learned about leadership from his father, Bob, who managed the association in its early days.

Prior to taking on the role of executive director of what was then called the National Welding Supply Association (NWSA) in 1981 and his current role as president and CEO of Fernley & Fernley, Taylor Fernley was an apprentice mentored by various association past presidents and his father, Bob Fernley, who also had served as executive director of the association.

The role of the association's early leadership was to engineer a partnering relationship between distributor and manufacturer. Fernley remembers, “There was a period of time when the relationship between distributors and manufacturers was fiercely antagonistic. With the formation of advisory boards comprised of various industry leaders, a partnership evolved whose sole purpose was to learn how each could do better business with the other.” By facilitating more dialogue between the supplier and the distributor, Fernley and his father helped to build on the best of an association, peopled by professionals who were recognized for their entrepreneurial instincts, strong work ethic, and passion for life.

“One of the chief benefits of membership then is still an important member benefit today,” comments Fernley. “GAWDA members benefit from the opportunities they have to network and share information with their peers.” Past-President Peter Plank (1989-90) said it best, “I belong to this association because I want to associate with achievers—other achievers.” Today's executive director, Rick Doyle, facilitates a forum in which today's leadership can network with suppliers and with each other, keeping up with the latest developments from the inside out.

One of Fernley's chief leadership strategies acted on more than 25 years ago is still at the forefront of his strategy for the association's future growth. Fernley stresses the development of a system allowing for the identification and grooming of a slate of future leaders, each a superstar in his or her own right.

In order to identify future leaders, Fernley points to several critical characteristics, characteristics in evidence of every strong association leader. Fernley says, “As leaders, we must have an unbiased approach. We must leave our personal interests at the door, thinking strategically and not so much tactically. We must zero in on what will benefit our industry as a whole and then go for it.”

The Fernley & Fernley association management team's role is to support the work of a volunteer board of directors. While the work of the association is delegated to a team of professionals, the association executive director must work in a time-efficient manner in order to meet the current and future needs of our industry. Fernley says, “As an association, it is imperative that we are able to build value in our members' dues dollar...each day, everyday.”

The association member is far more educated today and is more technically savvy, commanding a view of the bigger picture. The question is which came first, the chicken or the egg? Which changed first, the industry or the member? Fernley says, “In an environment of mergers and acquisitions, the association has never been better positioned for future growth. We can reap the benefits associated with the development of a team of future leaders who are ready and able to step up to plate.” Tomorrow's industry leaders understand the importance of giving one's time and energy to the association representing our industry.

According to Fernley, “GAWDA has never been better positioned in terms of focus, direction and a real vision for where the industry needs to be. I think it's a very enviable time for everybody out there and it is largely due to the past and present leadership who have stepped up to the plate.”

The Fernley & Fernley team is the glue that holds today's volunteer board of directors together. While the Fernley team remains constant, the volunteer board of directors is subject to change each year. It is this infusion of new energy and new insights that continue to propel the association and its members to new heights.

GAWDA's current leadership is made up of small distributors as well as larger companies. Fernley explains, “We must continually rely on all of the voices which represent all of our members.” And GAWDA is listening to those voices as it positions itself for the future. Peeking into the future, Fernley says, “We will continually develop more programs as we make greater use of technology, including distance learning. The use of cutting-edge technology will drive our educational programs. I also see us down the road having even more consultants than we have today, linking more members with more experts.”

The need for networking and sharing information will never stop. The potential for growth is huge. Still, Fernley admits that the demands on his staff are likely to increase and the demands on volunteer leaders will continue to grow. Some things never change. And Taylor Fernley's leadership of the past remains his number one priority today: the identification and development of tomorrow's leaders. “Our future is in their hands.”