The issues, problems, and unexpected crises that arise over a President’s term have expanded both in number and complexity, often requiring a rapid response. In addition, the number of committees and work of the College has grown exponentially. Being President requires constant attention and action.

My ability to speak, to persuade, and to inspire, as well as my skills at organizing and directing the work of others, should be self-evident by my service in multiple positions of leadership, as a member of the ACEP Board, Chair of the ACEP Board, EMF Chair, Chapter President, Delegate to the Medical Association of Georgia, and multiple terms as the President of the medical staff of my hospital. These are skills for which I am known and can only be confirmed by those who have witnessed them.

“The President’s initiatives should match the concerns expressed by our members, the Council, and our Strategic Plan, as established by the Board. Wisdom is not always found in the majority. It is often first revealed by the minority, and has always been so. Thus, the importance of listening to and seeking out their opinions. ” —John J. Rogers, MD, CPE, FACEP

The President’s initiatives should match the concerns expressed by our members, the Council, and our Strategic Plan, as established by the Board. Wisdom is not always found in the majority. It is often first revealed by the minority, and has always been so. Thus, the importance of listening to and seeking out their opinions.

Our committees, or a task force, do the majority of the work of the College. Both serve at the direction of the President. It is the President who appoints its members, and establishes its objectives. Not only understanding what is needed, but why is essential to properly organize this work with clear and specific goals and expectations.