MAINTENANCE OF FELLOWSHIP

For several years the Academy Board of Directors has discussed the issue of Maintenance of Fellowship. Our discussions began after our Ontario, Canada optometrists received notice from their licensure board that they would no longer be allowed to use the designation “FAAO.” While the Academy was persuasive in its argument to the Ontario College of Optometry (equivalent to our state board) and the ruling was suspended, it was made clear to us that the College’s concern was that fellowship was granted for a lifetime without any mechanism for renewal throughout an optometrist’s career. While they realized that becoming a Fellow involved extraordinary efforts and peer review, they were not convinced that this merited special recognition if there were no requirements to periodically certify that an individual was still worthy of holding the designation of FAAO. With so much attention in the past two years in the United States devoted to the issue of maintenance of competence, Maintenance of Fellowship has taken on new importance for your Board of Directors. Since all of our Diplomate programs require periodic renewal, it is the Board of Directors’ belief that requiring the same for Fellowship is reasonable and will add even more credibility to the designation of FAAO both within and outside of the profession. Board members Brett Bence and Bernie Dolan have spent many hours along with the Academy’s Presidential Advisory Task Force examining this issue and developing a point-system model for achieving Maintenance of Fellowship. It is the intention of the Board that this will be voluntary for all Fellows who earned their FAAO designation prior to 2010 and will become mandatory for all those earning Fellowship in 2010 and after. Please watch for details of this program, and I would encourage you to attend the business meeting of the Academy when we meet next month in Orlando, where this issue will be on the agenda. The necessary bylaws amendment will be discussed. This will be a good opportunity to express your opinion as you will have ample opportunity to learn the details of the program.[To Top]  

TODAY'S RESEARCH, TOMORROW'S PRACTICE®: LONG-TERM DEPRIVATION AND PERCEPTION

We all spend our days trying to improve our patients’ vision. So imagine offering one of those patients restored vision after he had spent nearly a lifetime without sight. And imagine that he hesitates before saying yes! Mike May was such a patient. Mike is a phenomenal individual and one of the key speakers at this year’s Plenary Session at Academy 2009 Orlando, November 11-14, 2009. Mike was blinded at age three when a chemical explosion destroyed his left eye and badly scarred the cornea of his right eye. Despite the handicap resulting from the accident, Mike went on to achieve extraordinary feats. He could ride a bicycle through his neighborhood as if he were sighted, he holds the world downhill speed skiing record for blind individuals, and he created a mobility device for the blind using GPS. These are but a few of his many accomplishments. Corneal grafts had been tried on three occasions, but sadly none took. After resigning himself to the fact that he would always be blind, new technology held the key to restore his sight. That technology was a corneal stem cell transplant. Mike was comfortable with his life. He was a role model for everyone. Wouldn’t it be great, though, if he could see the faces of his wife and children? Wouldn’t you want that opportunity if you were in his position? Why then, would Mike even hesitate? To learn the answer, you need to attend this year’s Plenary Session! If you can’t wait that long, then first read his life’s story in the book entitled Crashing Through by Robert Kurson. Please join us for an experience I don’t think you will forget. Some of you who provide low vision services to your patients may already know that Mike is a gifted speaker. It will be wonderful to have him tell his story and for us to learn about the science of what the implications are after so many years of sight deprivation. We will have the opportunity to hear Ione Fine, PhD, an Assistant Professor of Psychology at the University of Washington, who conducted extensive psychophysical testing on Mike after his surgery to explain why that process is so difficult. I look forward to what Mike May and Dr. Ione Fine have prepared for us, and I want to remind you that like all the programs at the Academy meeting, you will earn CE and, in this case, enjoy a great lunch. Why would you want to miss this event? Be sure to check the box for Plenary Lunch when registering! Mark Eger, OD, FAAO President [To Top]

AWARD WINNERS AT ACADEMY 2009 ORLANDO

When our Academy was formed over eighty years ago, it was to give our profession a scientific base. The Academy has been very successful in providing a forum for research in the optometry and vision science field. Today, optometrists and vision scientists are recognized throughout the world as preeminent authorities in our given disciplines. There can be no better way for an organization to honor their members who have helped advance its knowledge base than to publicly acknowledge individual contributions. Fortunately for the Academy, there are numerous individuals nominated every year who are most worthy of such recognition. It is the Academy’s Awards Committee that is charged with the arduous task of selecting the recipients for very deserving recognition. Chris Johnson, Chair, and his colleagues on the Academy Awards Committee have again brought us a slate of outstanding individuals who will receive the affirmation of their colleagues as representatives of the best-of-the-best. While it is an honor for each awardee to be recognized in this way, it is our honor as members to have them represent us! Let us demonstrate our appreciation by attending the program where they will be recognized. For those who have not experienced the Award’s program before, there are unique lectures presented by the Prentice Medal and Fry Award recipients that are always educational and thought provoking, and, yes, you will receive one CE credit for attending the two-hour Awards program. Please join me in Orlando on Friday, November 13th from 8-10 AM to help me extend our congratulations to all of this year’s worthy award recipients. They are as follows: The Charles F. Prentice Medal: Jacob Sivak, LScO, MS, PhD, OD, Doctorat HC, FRSC, FAAO Glenn A. Fry Lecture Award: Austin Roorda, PhD Irvin M. and Beatrice Borish Award: Kelly K. Nichols, OD, MPH, PhD, FAAO, Diplomate, Public Health Essilor Award for Outstanding International Contributions to Optometry: Gullapalli N. Rao, MD William Feinbloom Award: Eli Peli, MSc, OD, FAAO Carel C. Koch Memorial Medal Award: James Saviola, OD, FAAO Eminent Service Award: Joan Exford, OD, FAAO and Donald R. Korb, OD, FAAO Honorary Fellowship Award: Philip R. Keefer Garland W. Clay Award: Konrad Pesudovs, BSc Optom, PhD, DipAdvClinOptom, FCLSA, FAAO, FVCO, Esti Garamendi, MSc, David B. Elliott, PhD, MCOptom, FAAO The Michael G. Harris Family Award for Excellence in Optometric Education: Gunilla Haegerström-Portnoy, OD, PhD, FAAO Section on Cornea, Contact Lenses and Refractive Technologies Awards The Max Schapero Memorial Lecture Award – Karla Zadnik, OD, PhD, FAAO Founder’s Award – John DeCarle Please visit the Awards webpage to find out more about these awards. [To Top]

COME TO THE PRESS CONFERENCE AT ACADEMY 2009 ORLANDO!

Did you know that there is a press conference held during the Academy annual meeting? In the past, this event has only been open to the optometric and ophthalmic press, but I am happy to inform you that beginning this year, all meeting attendees are welcome. The press conference provides a forum for quick and succinct abstracts of the most press-friendly research presented at the annual meeting. The research presented there has been selected by the Academy’s Scientific Program Committee and the Communications Committee for its press worthiness. The press conference includes the most important research with the broadest appeal. The press conference also includes carefully selected presentations of advances by ophthalmic corporations. So, why would you want to attend this event if you aren’t a member of the press? I’m glad you asked. The format of the press conference is fast-paced, with each presenter allowed five minutes to state his or her case. You will hear snippets of research that may affect your patient care immediately or in the very near future. If your scientific curiosity is piqued by what you hear there, you can attend the full presentation of the paper, poster, or symposium that will discuss those findings in detail. Presenters from various companies often launch their latest products in this venue, so you can stop by their booths in the exhibit hall to learn how you can incorporate the use of these latest products in the care of your patients. This year’s press conference will be at 8:00 a.m. on Thursday, November 12. I have always found the press conference very interesting and informative. I love its fast pace. Jim Sheedy, Chair of the Communications Committee, and the other committee members will have selected a program well worth your time, and I know you will come away from the press conference wanting to attend presentations you might have not otherwise considered attending. If you are a clinician, our meeting has far more to offer you than just outstanding traditional CE, and if you haven’t yet had exposure to these other offerings, you shouldn’t hesitate this year! I hope to see you at Academy 2009 Orlando! [To Top]

CAMARADERIE UNDER ONE ROOF

By now you should have received information regarding registration for this year’s annual meeting in Orlando, FL, November 11-14. As a seasoned veteran of the Academy, I wax nostalgic when considering this year’s venue. When I first began to attend Academy meetings in the 1970’s, the educational events and the attendee accommodations were in the same venue; the environment generated wonderful camaraderie. It was terrific to wander by the lobby bar and recognize so many of the stalwarts of the profession who had congregated to renew old friendships, discuss new scientific discoveries presented at the meeting, or answer questions from someone who had just heard an amazing lecture. It was also a given that friends and colleagues would get together for even more socializing after they returned from dinner each evening. The atmosphere was so conducive to renewing old friendships and starting new ones, it was a hallmark of Academy meetings. While growth of the Academy has been sensational, it has come with a price. Since the Academy meetings have outgrown the facilities that even the larger hotels provide, we had to rely on utilizing convention centers and multiple hotels. In my opinion, this resulted in a loss of some of the warmth those meetings of the past generated. That won’t be the case for Academy 2009 Orlando. This year, we are once again all under one roof at the Orlando World Center Marriott, and I believe we will all experience yet another great Academy meeting with the added bonus of the flavor of the past. You will need to register for the meeting in order to make your hotel reservations. I’m sure once you review the program preview you recently received and see all of the offerings you have to choose from that you will want to make your reservations early. For more information on Academy 2009 Orlando, please visit here. [To Top] LEADERSHIP KEY #4: IS LEADERSHIP INBORN OR LEARNED? Merton C. Flom, OD, PhD, FAAO   Some Academy colleagues believe that leadership is basically inborn, and that education to learn leadership is largely unnecessary. They are thinking of people who are in high positions or who lead others in tasks. These people are called “leaders,” and what they do, “leadership.” Indeed, people who have never had any formal leadership training have reached high leadership positions or have led others to accomplish important tasks. The qualities needed for these kinds of leadership are inborn or developed by an early age. Often, this kind of leadership is likened to the sport of running — noting that some of the best marathoners come from Ethiopia where bare-footed young children run great distances— without any formal training. Other colleagues believe leadership is basically learned, and requires education. They are thinking of leadership as a process that brings about change. Inborn or early developed characteristics cannot provide knowledge of the principles and skills needed to practice the leadership of change. World-class marathoners routinely receive training from sports physiologists and other experts who teach the principles of running and specific skills such as breathing, sprints, and arm pumping. Interestingly, this disagreement about leadership — inborn vs learned — vanishes when language and ideas are clarified. Certainly, people can attain high leadership positions or lead others in tasks without having any formal education in leadership. Usually these kinds of leaders are involved mainly in the process of management — keeping organizational activities coordinated, on time, within budget, and constant — and are not involved in the process of leadership that brings about effective change. Why would we expect a person, even a gifted one, to automatically know the principles and be able carry out the steps involved in the change leadership process — any more than we would expect a gifted student to automatically know the principles and practice of optometry? Just as the sport of running can be an individual or group activity — think of the 400-meter relay — so it is with change leadership. Indeed, the “new leadership” is leadership of change brought about by a group. Is leadership inborn or learned? For positional leadership (president or CEO) or leading leadership (an individual leads groups in specific tasks), characteristics that are inborn or developed early in life may be sufficient. Change leadership (a process that brings about effective organizational change) requires learning. [To Top]

NEW GRADUATING STUDENTS PROGRAM

This month we will celebrate the accomplishments of another graduating class of optometrists. If you happen to be one of these new doctors and are reading this page, the Academy wants to be among many to congratulate you. The Academy has long recognized that learning doesn’t end with graduation. It is a life-long process. From its very beginnings in 1922, Academy Fellows have gathered at annual meetings to see and hear the latest scientific findings in vision, and apply them to the care of their patients. During the year, Fellows have access to additional new discoveries in optometry’s premier journal, Optometry and Vision Science. The Academy is committed to providing the life-long learning opportunities you will need throughout your career. To that end, the Academy is pleased to inform all graduates that, this spring, graduating optometry students can become Candidates for Fellowship immediately upon graduation. New optometrists can hone their clinical skills through the process of becoming a Fellow, and, as a graduation gift, the Academy is waiving the first year’s Candidate dues and application fee. The Academy would like to promote this new “Conversion of Students to Candidates Program” on the Academy’s Facebook page. We need your help! If you are on Facebook, please post short statements of how Fellowship has benefited you in practice. In addition, we need enthusiastic practicing Fellows to supplement the presentations at the optometry schools by briefly speaking about how Academy Fellowship has benefited them in practice. If you are not on Facebook yet and would like to send a quote for the Facebook page or speak about the benefits of Academy Fellowship at your local school or college of optometry, please contact the Chair of the Membership Committee, Dr. Melissa Bailey. [To Top] LEADERSHIP KEY #3: “CHANGE-LEADERSHIP CULTURE” IS NOT A FAIRY TALE Merton C. Flom, OD, PhD, FAAO Once upon a time, one of our Academy Fellows was interested in church architecture. He went to Milan, Italy to observe the construction of a modern look in Italian churches. A group of architects had gotten together and decided they wanted to change the traditional look of Italian churches — but at the same time respect the history of the great medieval and renaissance cathedrals of Italy. These architects had developed a reputation for not only being brilliant in their creative designs, but masterful in producing a culture in which workers shared in a new kind of architectural vision. When our Fellow arrived at the construction site, he saw the beginnings of a building, and scores of workers. When he asked a mason what she was doing, the mason replied in Italian, “I am building one of the most beautiful churches in all of Italy, and the world. It will be modern, but it will follow in the tradition of our classical Italian churches, world-famous since the thirteenth century.” Another worker was hauling mortar. To the same question, he answered, “I am building a modern and spectacular cathedral with stained glass by Michelangelo and a cross by da Vinci. Each of its four bell towers will stand 1300 feet tall, the closest to heaven of any in the world.” Nearly all of the workers answered similarly to “What are you doing?” An occasional exception, for example, was a mason who curtly replied, “I am laying bricks.” Our Fellow returned home. He was struck by a similar experience when he attended the Academy’s Annual Meeting. From many observations and conversations, he noted that only a few colleagues seemed to be laying bricks — that is, passively and with apparent detachment taking courses, attending section and general meetings, seeing the scientific posters, and walking through the exhibits. Nearly all Academy Fellows, on the other hand, seemed to be building a cathedral. They did the same Academy things, but with involvement and verve. They spoke of a sense of change in the Academy — of achieving a new vision in clinical optometric patient care for the good of society. They saw themselves and the Academy leading the way to achieving this vision, while respecting the past. In this tale, nearly all of the construction workers and Academy Fellows are exhibiting a “change-leadership culture.” Nearly everyone actively participates in a common shared change process. Achieving a “change-leadership culture” in our Academy is a potential treasure, not a fairy tale. [To Top]

LEADERSHIP AND THE ACADEMY

“Leadership” is a word that may conjure up a number of definitions, if we think about it. Leadership can be a collective noun, as in the leadership of an organization, such as your Academy, or it can be a verb, used to describe an action taken by an individual or group. It can be good leadership or perhaps bad leadership, all depending on your point of view, of course. Regardless of how you define leadership or what you may think of it, one encounters leadership almost every hour of every day. Leadership is necessary if you are to be successful in your clinical practice or academic endeavors. Leadership is something we all need to learn about if we want to further our careers. There are those who think leadership is an innate skill, and that studying the science of leadership will have little effect if you aren’t a “born” leader. There are others who have studied and taught leadership and know from their own and others’ experience that leadership principles, processes, and abilities can be taught and learned, and that if a culture of leadership is developed in an organization, it will thrive. The Academy is fortunate to have a “thought leader” in leadership! I’m speaking of Dr. Mert Flom, a past president of the Academy, and founder of the Leadership InSight Program that has been offered for many years now at the Annual Meeting of the Academy. The Academy is proud to present these courses to you again when we meet in Orlando November 11-14. I invite you to sign up for this great learning opportunity. Drs. Linda Casser and Steven Eyler are putting together an outstanding leadership program that will be presented by many recognized leaders of the Academy, and I know that you will take away new skills to help you further enhance your concepts and abilities in leadership. I am pleased to announce that I have spoken recently with Dr. Flom and have asked him to provide us with some snippets of his knowledge on the subject of leadership in this and future issues of President’s Calling. Enjoy, and thank you Mert. The first installment follows. [To Top] LEADERSHIP SNIPPET #1: MEANINGS OF “LEADERSHIP” Merton C. Flom, O.D., Ph.D., F.A.A.O.   [President Eger is facilitating the development of a leadership “culture” in our Academy. I am pleased to work with him in this important endeavor — and grateful for the opportunity to share with my Academy colleagues some of what I learned these past 21 years as a student in the discipline of leadership studies.] _____ So, you’re on the way to your optometric office and you run into a friend who tells you about his boss who is “narrow minded and lacking in foresight — indeed, myopic.” You understand exactly what he is saying and offer kind words of understanding. Arriving at your office a few minutes later, your partner advises you that, “the highly myopic patient for whom you dispensed contact lenses yesterday called and will be coming back today.” In quick succession, you heard the word “myopic” used in two different ways — one in an everyday context, the other in the context of the discipline of optometry. You had no trouble coping with different meanings of the same word. The context made it clear. The word “leadership” similarly has a different meaning in common everyday usage and in the discipline of leadership studies. In one common usage, leadership means persons in high positions in a company or organization. Another common usage refers to the actions of a person who leads a group to accomplish a specific task. In the discipline of leadership studies, taught at many universities and colleges in the U.S., an additional meaning of “leadership” is used. In the discipline, “leadership” is studied as “a process that brings about change, without coercion, that is effective and adaptive, and improves the common good.” We are now reminded that the two common everyday uses of “leadership” connote two different ideas: position and leading. Further, we see that the discipline of leadership studies emphasizes a third idea: change. In our discourse with each other, the word “leadership” is frequently not understood, sometimes misunderstood. To help clarify what we mean, we might start by using helpful modifiers: “positional leadership,” “leading leadership,” and “change leadership.” [To Top]