I touched on this in the "Questions from the IBD", where I elaborate on the role and responsibility of the chairman and where I think Mensa should go from here. Most importantly, we need to stop just administering the status quo, reacting to events rather than shaping them intentionally. We are not making progress the way we ought to, even though it is what everyone wants. For example, we spend years and years just to get a new website, and minor procedural discussions can take up an inordinate amount of time and attention even at the highest levels in Mensa. We must shift to a more strategic and forward-looking way of operations.

I listen to people and respect everyone's views. I strive to find solutions that all can accept, if not embrace, and I practice "non-violent communication", which is important in a society that is often hampered by clashing personalities. There are certainly many different ways a person can lead, just as there are different directions.

Most of the work in new countries is of course done by the people living there. My role, is to identify places with good chances of success and to direct assistance and guidance from Mensa International so they can take off.

Recently, I have helped Mensa start in Portugal, Tunisia and the United Arab Emirates. I have engaged very intensely with Mensa China, which presents a special challenge for several reasons, not least the political situation and the difficulty for NGOs to operate there. Kosovo is another example, as is Jordan. Michael Feenan, the executive director who is paid full time by Mensa, is usually the one to travel to new places to train test supervisors and test members.

Right now, Taiwan is emerging as another strong group that will reach MIL recognition soon.

I receive questions pretty much all the time, and unfortunately we do not have the resources to send people to all places we would like to. Therefore, we have to prioritize and plan ahead. In 2015, I brought a new way of working with development to Mensa, in the sense of actually having a plan for each year, of which countries to focus on and where to go. I have procured additional funding from the IBD for this type of work, and it has yielded very good results. It is something we must continue with, and build on further.

A lot. The IBD passed all main motions that I wrote and presented.

- The new SIG policy, that allows members to form International SIGs directly, without first going through their national boards.

- Reforms for the MWJ. The updated policy in 2012, that made the new name official and also allowed countries to easily extract material into their own magazines, with the same layout, and "marked mandatory" pages. The motion that encouraged translations of articles to national languages, instead of just publishing the untranslated English. Also, I recruited the current MWJ editor, Dr Karin Westin Tikkanen.

- Updates to the internet policy.

- A big one: I got rid of Robert's Rules of Order, after an initiative by then-DSNM Christine Warlies. A long time nuisance for most IBD members, this 700 page rule book was replaced by a much simpler set of procedures, written and championed by me. (The irony is that I was one of few who actually liked RRO.)

- The Mensa International Development Award.

- Extra funding for development in new countries.

- I was one of the original founders of the LEAP program. It ran for 7 years and was discontinued in 2016, and I was part of that decision too. LEAP needs a rest, but I can certainly see it coming back to life again, in a better and more mature form, once we get several other things in order first.

- I set up and chaired the EMAG Panel 2011-2013, and wrote the first set of guidelines for EMAGs, that are mostly still in use. I championed, successfully, the continued independence of EMAG as a collaboration between national Mensas outside of formal control by Mensa International.

- I arranged the 2009 IBD meeting in Gothenburg, Sweden, together with Karin Kaill, Malin Palö and a good number of local volunteers. 220 participants from 30 nations, and it was memorable. "The best organized IBD meeting I can remember", as a senior official said.

- I wrote the motions setting up the "Volunteers International Program" in 2016, with a yearly meeting for national volunteers who are not IBD members. Originally a project by my team mate and friend Tomas Blumenstein, the VIP institutionalized this initiative and ensured its continuation and funding.

- Etc. Read through the last ten years of IBD Minutes and search for "Liljeqvist", and you can see everything I have said and done at the meetings. Start by getting a cup of coffee:

Freedom of speech is all about open debate, and being able to speak freely on all topics. That is an important thing Mensa should provide for its members. Threats, abuse, harassment, libel and defamation on the other hand has no place in a civil society. Those who engage in such acts while hiding behind "freedom of speech" should not be given a platform by Mensa. We do not tolerate some behaviors at physical meetings, and the same is true of online meetings. Mensa does have a minimum standard below which certain acts can be sanctioned with expulsion, and now and then this does happen. Expressing unpopular opinions, however, was never forbidden, nor should it be.
We must remember that one, two or three official groups on Facebook far from satifies the need for variation in a big society. There could be a great multitude of groups with whatever rules they want, as they are run by members themselves. Mensa can provide the infrastructure, but it's ultimately up to the members to team up and form groups and outlets.
It's my opinion that Mensa International could do much more to provide better platforms for discussion of all sorts. Facebook isn't all that bad, but it's not very good either. A real, online community just for Mensa members should offer much more than we have today. The knowledge to build this exists within Mensa itself.