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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. www.associationsnetwork.org © Associations Network 2015 | 11