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Article | Association Insights
ON THE SPOT WITH A
DIRECTOR GENERAL
BY LOUISE CLARKE
The European Association of the Machine Tool Industries’ members
account for more than 99% of the total machine tool production in
Europe and 30% worldwide. Filip Geerts, its Director General, reckons
that lobbying is a key element of his job.
Q. What does your role at CECIMO involve?
A. As Director General of CECIMO, I consider myself to be
a professional in international, EU and national public
and regulatory affairs. That is why I still lobby on a
daily basis. I also manage the association, ensuring that
CECIMO is recognized as the worldwide representative
of the common interests and values of the European
machine tool industry. I also assume a key role in
determining the strategic direction of the European
machine tool industry and promote the development
of the sector in the fields of economy, technology and
science.
Q. What do you enjoy most about your job?
A. I like to be a ‘good lobbyist’, someone who delivers
solutions, or more precisely a facilitator. I like to create
a European consensus at the heart of the association I
represent. The particular challenge of leading European
associations is that they represent such a diverse group
of people and interests. Therefore you need ‘soft’ skills.
But my job also triggers a lot of intellectual challenges.
If I dispute elements of a proposal, my criticisms are
justified and my counter-proposals are technically and
financially credible.
Q. What would you say are the most important qualities of
a Director General/CEO?
A. To be a successful Director General, I have to be like any
other CEO: a strategic leader, a competent manager, an
excellent communicator, … but specifically as CEO of a
European trade association I should also be politically
savvy, a persuasive diplomat, an energetic networker and
certainly more than ever an expert in the EU decision
making process and institutions with a global worldwide
view. If I want to be an influential lobbyist, I have to
re-position myself constantly and stay knowledgeable
about all new legal processes that lead to the adoption
of different kinds of regulations.
It’s also essential to be able to work out compromises
when members have different views and the authority
to say ‘NO’ if a problem is not defendable. When
the association fails because it is unable to agree on
priorities and specific actions then, I as Director General,
play a crucial role in leading the member companies to
an ambitious but achievable outcome. But in order to
avoid those differences, I articulate a common purpose.
I enjoy pushing for a solution and always maintaining my
credibility.
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