Sector and AuSAE News

  • 09 Sep 2021 6:18 AM | Brett Jeffery, CAE (Administrator)

    Many business and association leaders get into trouble in media interviews because they assume they are like any other conversation. Often these people are great communicators and competent speakers, but they are unaware that media interviews require an entirely new set of skills.

    How many times have you heard someone complain of being quoted out of context? Most of the time, this happens because they don’t understand the important distinction between media interviews and other conversations.

    Apart from live television and radio, every time you speak to a journalist, you will be quoted out of context. This is just the nature of journalism. It’s because journalists will only use snippets of the interview in their subsequent stories. They don’t have the space for more. You may speak for 30 minutes and only 10 seconds of your conversation may be used.

    This is totally different to giving a speech. There you can build one idea on another, referencing something you said earlier to highlight a point. People in the audience get to hear the whole speech, so you can do this.

     You don’t have that luxury when you are talking to the media. You never know what parts of your interview will be used. That means everything you say must make sense on its own and not be reliant on things you say before or after each point you make.

    For example, in a real life conversation, if someone said to me, “How does it feel to teach people how to lie to the media,” it would be fine for me to say, “I don’t teach people how to lie to. I train them to communicate the great things they are doing through the media.”

    The problem with this response in a media context is that the journalist may take the first part of that answer alone, so the story could focus entirely on, “Media trainer denies teaching people how to lie,” and not use the rest of my answer. This makes for a negative denial story and implies some shadiness on my part.

    Not every journalist will do this, but some will and it’s best not to give them the chance.

    Without the control of context, it would be better to answer with a positive statement like, “I’m proud that I train people to communicate the great things they are doing through the media.”

    You can see how I answered the question, but gave it a positive twist so it could not be taken out of context.

    The most famous example of this was Richard Nixon when giving his speech during Watergate. He explained how he had never profited from the Presidency and he had earned every cent.  This was followed by the words, “I’m not a crook.” I don’t need to tell you which part of that speech was used by the media.

    In a nutshell, if you don’t want it used, not say it in any context.

    By Pete Burdon

    Pete Burdon is Managing Director of Media Training NZ, a company specialising in training leaders how to communicate with the media. Check out his free online masterclass, “Mastering Media Interviews in any Situation” at this link.


  • 09 Sep 2021 6:17 AM | Brett Jeffery, CAE (Administrator)

    In 2020, when COVID-19 created barriers to meeting in person, we knew how our clients did business would have to change.

    With over 40 years of experience operating virtually, I wasn’t overly concerned about the communication between the TI consultants. But I did wonder about how we could continue to deliver high-quality, meaningful experiences for our strategic planning clients.

    How could a virtual solution, using something like Zoom, possibly work as well as sitting in a room together to talk about the tough stuff?

    But after accruing many real-life case studies with testimonials to back it up, we’ve tested and improved upon our methods. We can tell you what works (and what doesn’t) for operating virtually. Our clients report high levels of satisfaction with board, committee meetings, and assembly experience from both virtual and on-site attendees.

    This was no small feat, though anyone can do it. But you have to get your strategy right.

    Structure, Process, and Culture

    Our client groups use their synchronous time together efficiently.

    We make sure Board meetings focus on strategic issues and decision-making.

    The committee and workgroup meetings are for developing and examining ideas and then assessing consensus and/or consent.

    We learned early on that some of the different tech tools available to us were too complicated or cumbersome for all of our clients. While many tools offer visually elegant bells and whistles when under the control of an experienced, tech-savvy user, we needed smart tools that any person could begin using without training or demos.

    That’s why we use an AI-supported online platform specifically designed for group work and decision-making to provide a similar experience for all participants regardless of their location or experience.

    Engagement of groups from 5 to 100 involves robust conversation, shared background information, moderation of the dialogue, and documentation of thinking and determinations. We include that in how we build out our online workspaces for both asynchronous and synchronous group work.

    How do we determine which parts of the engagement are in-person, synchronous virtual, or asynchronous virtual? By the number of virtual participants.

    Continuous Improvement

    In lean startup methodology, you look to improve through an iterative process. Our team continues to learn and share with each other new discoveries for how to improve on these meetings. For example, just today, several consultants discussed over email how nonverbal cues to speak could be handled better, building in a more efficient and less awkward way for participants to engage at key points in virtual meetings. With an eye toward empathy, psychology, and adult learning behavior; we are actively working on ways to help teams function better together. This is exciting work!

    The unexpected rewards of learning how to augment this collaborative decision-making process with technology and asynchronous communication opportunities include things like:

    • Better support for DEI commitments
    • Active engagement in interactive work in both small and large groups
    • Diminishing “Zoom fatigue” and an overall feeling of mission ennui

    Technology makes new methods and tools for productive and enjoyable collaboration possible. If we can get out of our own way of only thinking about the traditional methods for helping people solve problems together and start looking at ways to use the COVID-19 challenges as a way to innovate for even better methods, we’ll all be happier for it.

    Through our consultancy’s experience, we see a way to support our work in structure, process, and culture in a diverse, equitable, and inclusive hybrid environment.

    At Tecker International, we always share our knowledge. You can also learn more about the platform we work with and lessons we’ve learned in “Adventures in Leadership, Learning – There has gotta be a better way”. I am happy to share additional details about our methods for successful hybrid meetings and answer any other questions. Please reach out via info@tecker.com.

    Originally posted here

  • 09 Sep 2021 6:13 AM | Brett Jeffery, CAE (Administrator)

    There are many reasons that communities that were once vibrant and full of activity end up fizzling out. Community programs that change leadership, that fail to replace a community manager, or that set a community on autopilot hoping that community members self-manage are all factors that play into why communities go dark. And sometimes, despite your best efforts, the light just dims with no obvious explanation. The larger problem to solve is how to restore vibrancy to these communities once they’ve gone dormant. Or do you?

    But before we get to solutions, we must lead with a question: what happened? Did any of the scenarios presented above influence the community’s current state, or was it something else? Here are some tips that will help you understand why the community went silent and how to breathe new life into them.

    Dig for data

    If you’re in a situation where your community mysteriously turned into a ghost town and you can’t understand why, look to your community data. If you’re tracking the right metrics that make sense for your community, you should see this coming long before it becomes an issue. However, if you miss it (especially if you host a large community) you’ll want to lean on historical data to help you figure out what happened. Was there feedback that was given multiple times that was never acted on? Were questions in the forums going unanswered? Did you fail to meet the needs of your community members somewhere along the line? Go back and look at your historical data and compare it, not just month over month, but year over year to see if there is a larger indicator of an issue that you could have missed without realizing it. Then, be intentional about admitting fault and correcting the problem to restore trust with your community members.

    Talk to the community

    In many cases your community members have insight that you may not be seeing. Some of that insight may revolve around intrinsic motivations for participating in the community. They may have also found spaces that cater to their needs in a way that the community that you host doesn’t. In the case where a community manager wasn’t initially hired to host the community, it could be that key activities and programming (like onboarding) was ignored so community members didn’t know what to do once they landed in the community. No matter the case, talking to your community members can often unearth issues that require attention. Gather that insight and feedback and figure out how your community strategy can help resolve some of those outlying problems to help get your community back on track.

    Talk to your leadership

    When associations think about deprioritizing work, they often start with what’s not generating direct revenue and/or providing an immediate return on investment in the way of NPS, customer loyalty, or other metrics affecting the success of the association. In many cases, community usually falls into that deprioritization bucket. This means loss of resources, sometimes budget, often support. This leaves community programs with the bare minimum when it comes to keeping communities afloat and, when resources are allocated to other work, it can be difficult to rally others internally to help keep things moving forward. Talking with your leadership to understand where community stands from a larger strategic standpoint will be key to figuring out next steps for the community. I would also recommend being incredibly transparent about the consequences of deprioritizing community, especially if/when your organization is publicly saying it’s important. This isn’t just about content or platforms. Your community helps build trust and relationships with members. Without the resources and power behind community programs, you’re not able to build upon that trust and members see that as you not caring about their needs. Those relationships then begin to break down and they go elsewhere. It takes more than member benefits and products to keep members engaged. Putting community building on the backburner will not help.

    Figure out next steps

    After you have gathered information, it’s then time to decide what to do from here. You may have a clear path. You may have to do a little more digging to understand what happened, but the data you collect through the research you’ve done will give you a solid foundation for a way forward. Revitalizing a dormant community is like starting from scratch. Be intentional about the way forward by creating a solid community strategy that incorporates all that you’ve learned to avoid the same mistakes in the future. Involve the community in building their community back up and closely monitor participation along the way. Additionally, set the expectation with your leadership that, as with a new community, bringing an existing one back to life will still take time. Just because it already exists doesn’t mean it will automatically be vibrant again at the flip of a switch.

    Remember that business value helps support your programs, but it’s the people that are a part of your community that you cannot neglect. Relationships and trust are just as important to delivering value as connecting to org goals. Don’t sacrifice one for the other when bringing your community back.

    by Marjorie Anderson | Sep 5, 2021 

    Originally posted here

  • 09 Sep 2021 6:06 AM | Brett Jeffery, CAE (Administrator)

    In traditional professional associations, rules, protocols, and procedures are determined by a central governing body: the board. But what if associations no longer relied on a central board to run their organizations, and instead, their members made the decisions? With an anticipated rise of decentralized autonomous organizations (DAOs) coming, this could be a potential reality. As such, it’s important for association leaders to pay attention to this type of organization and the implications it may carry for their own. 

    What are DAOs?

    DAOs are fully automated systems whose code allows members of organizations to make decisions for their organization. Central governments and managers are not needed in these organizations as all rules are embedded into code. A DAO’s code is called its smart contract, which houses all rules of the organization and holds the group’s funds. Changes to the rules can only be made if voted on by members. When a rule is passed, the code is updated automatically to reflect the changes. Bitcoin is an example of a DAO. 

    Ethereum describes DAOs as “an internet-native business that’s collectively owned and managed by its members.” 

    Funding for DAOs is also autonomous, as it is based on crowdfunding and tokens for membership. As with other rules within the organization, all funding decisions are made by vote of its members. This eliminates the need to trust a central governing body or individual within the group to make decisions regarding its funds. Additionally, all decisions are recorded and encoded on a blockchain, creating visibility and transparency into all transactions and changes. 

    How might DAOs affect traditional associations?

    In traditional associations, membership policies and opportunities are typically set by the board, who holds the majority of power to make decisions for the group. But with any organization run by humans, there is room for error and disagreement within the group when decisions are made from the top down. 

    Enter DAOs. 

    Because DAOs rely on collective group governance instead of a traditional hierarchical structure, their members have more decision-making power, which could be preferable for many people. 

    Instead of joining a traditional association of like-minded industry colleagues, potential members could elect to organize their own, global interest-based DAO. Because they can regularly establish their own rules, members would have a more vested interest in the DAO and its operations. Members wouldn’t even need to know each other or create a centralized governing body. Further, all aspects of the new association would be fully transparent, including voting processes and funding decisions, so members may feel more secure in investing their time and funds into the organization.

    Aside from voting power, members may feel more in control of their membership in these DAO associations as their fee for entry not only grants them access to a group of like-minded individuals, but also partial ownership of the group. As DAOs are digitally run, membership fees and donations can be collected from anywhere in the world, and members would decide how to spend donations.

    Limitations and disadvantages of DAOs

    As with any new technology, DAOs face a number of limitations that will need to be resolved before widespread use is feasible. These include organizational, legal, and security issues. 

    Organizational issues

    Since DAOs rely on member voting for decisions, operations are slower because decisions take longer to make.

    Additionally, the token-based structure could also become problematic. It is possible for some members to invest more in the DAO and own the majority of tokens, giving them the majority of decision-making power within the organization. In these situations, DAOs would end up running similarly to traditional organizations with centralized governments. 

    Legal issues

    Though DAOs currently exist, they are not recognized legally by any government yet. This creates uncertainty as to how they would be treated by courts if they were to be sued by members or outside individuals. 

    Security issues

    If there are security holes in the initial coding of a DAO’s smart contract, they cannot be corrected until the majority of members vote on it, which could take a significant amount of time. The time it takes to recognize and patch a security gap could provide hackers with ample time to infiltrate the entire group. 

    While DAOs are still in the early stages of large-scale development, the many benefits of DAO membership could drastically impact how consumers and members interact with organizations in the future. It’s not time to completely restructure the traditional association model yet, but it’s important for association leaders to stay on top of trends like DAOs to understand the changing landscape of organizations.

    Emily Herrington

    Emily Herrington is a New Orleans-based digital marketer specializing in SEO, content, and pay-per-click advertising. She can usually be found at her desk obsessing over data and rankings, or in the kitchen covered in flour.

    Why associations should pay attention to DAOs – Sidecar (sidecarglobal.com)Originally posted here

  • 08 Sep 2021 4:32 PM | Sarah Gamble (Administrator)

    From negotiating contracts with suppliers, to buying the best insurance, and simply understanding terms such as force majeure, there is a lot to wrap your head around when planning events in the post-COVID era. The good news is, you don't have to figure it out on your own! In August 2021 MCI Australia and Melbourne Convention Bureau brought together an expert panel to delve into all of these topics, and help you understand not only the conversations you should be having, but also the questions you should be asking to prepare yourself and your organisation for your next business event.

    Key learnings from this webinar include:

    • What to look out for in contracts
    • An overview of what force majeure is, and what it means for you
    • What conversations to have with your venue to ensure you’re hiring the right amount of space whilst considering COVID-safety requirements
    • How event insurance is changing, and what is available in the post-COVID world 

    To watch the recording, head to https://www.mci-group.com/en-au/work/en-au/risky-business

  • 08 Sep 2021 12:22 PM | Sarah Gamble (Administrator)

    It’s more than just hosting an online conference and supporting remote work. Through more than a year of pandemic disruption, associations have found that shifting their whole culture to a digital mindset can bring about the changes necessary to operate flexibly and virtually for the long term.

    The COVID-19 crisis prompted a lot of associations to become digital organizations in a hurry—or at least to think they did.

    No question, associations made lots of changes. Remote-work mandates forced staff to get comfortable with video chats. In-person training sessions became webinars. Annual conferences became virtual events blending recorded material and live presentations. But creating a patchwork of online replacements for in-person activities isn’t the same thing as becoming a digital-first association.

    “You can upgrade all of your software but not actually change how you do things,” says Maddie Grant, digital strategist at the consultancy Propel. “And there are so many associations that are sitting on technology that they literally don’t even know how to use.”

    Being “digital first” isn’t necessarily about those tools anyway. “Digital first is our approach, not because digital is the end goal, but because people are the end goal—the goal is creating value for the customer,” says Simona Rollinson, chief technology officer at ISACA, an association of IT governance professionals. “Sometimes a digital solution may actually take value away. It may be more impersonal.”

    Elizabeth Weaver Engel, MA, CAE, chief strategist at Spark Consulting and coauthor of a recent white paper with Grant on digital transformation in associations, says many organizations erred during the pandemic by failing to think holistically about staff and member needs in the rush to deliver digital conferences.

    “It’s about board support, it’s C-suite support, it may involve some hiring or shifting of responsibilities,” she says. “You need to devote additional resources behind cultural change and audience research. It’s not just, ‘Oh, we have to fund this platform.’”

    So rather than thinking about technological replacements for analog processes, products, or programs, think of being “digital first” as part of a cultural shift. What are your organization’s strategic goals, and how can digital tools satisfy them—or not? How will you ensure the shift is part of the whole organization, not just the new widget in the meetings department? Changing your organization’s mindset toward digital doesn’t necessarily mean losing all your in-person meetings or print publications. It means better equipping your association to handle the next disruption.

    Preparation Pays

    ISACA had been moving toward more online training before the pandemic, using a new hosting platform for its webinars. The goal was to better engage with a growing international membership. The one area where it remained old-school was its certification tests, which were held in person with proctors in the room.

    But because ISACA already had the grounding in online training, the shift to online proctoring during COVID-19 was less of a challenge than it might have been.

    “Our strong relationship with the testing vendor helped us to go to the front of the line,” says Nader Qaimari, chief product officer. “Things shut down at the end of March [2020], and by mid-April we were actually up and running with remote proctoring.”

    Similarly, the Infectious Diseases Society of America was equipped to go digital before the pandemic. In 2018 IDSA conducted a comprehensive digital audit of its activities, both for staff and members. That led to a variety of small changes, from new phone systems to online collaboration tools. Taken together, says David Moldavsky, vice president of digital and technology strategy at IDSA, they created a digital-first mindset that allowed the organization to adapt quickly during the pandemic—a crisis that cut to the heart of IDSA’s mission.

    “The digital channels that we set up over the last few years really helped us in communicating and supporting our members, and we ramped all that up around COVID,” he says. “Together with the CDC, we’ve run clinician calls that bring in at least 1,000 people. We also set up a COVID website and online communities for members, and that wouldn’t be possible if we hadn’t put that infrastructure in place.”

    Starting from Scratch

    But associations that didn’t think seriously about digital until the pandemic don’t have to be left behind. Before COVID-19, the International Ombudsman Association derived more than half its revenue from an introductory three-day, in-person course for new and aspiring ombuds. So the pandemic hit IOA hard: It forced the association to cancel all seven of its planned training courses for 2020.

    But IOA speedily invested in a learning management system and instructional design consultant, which allowed it to launch three virtual courses in late 2020, all of which sold out. The additional cash outlay deepened the deficit already created from lost course revenue, says Lindsay Jennings, vice president of business development at SBI Association Management, the AMC that operates IOA. But the investment gave IOA the footing to increase its offerings in 2021. It added eight virtual courses designed to meet a newfound international audience.

    “It’s definitely let the association gain confidence, knowing that they can produce a virtual program for such an intensive course,” Jennings says.

    Similarly, the Society for the Advancement of Material and Process Engineering was caught flat-footed by the pandemic. It held no member webinars, and its meetings were entirely in-person.

    “We were analog. There was nothing [digital],” says Christine Locke, director of marketing, membership, and education. As a stopgap, SAMPE made video of sessions from a previous conference available as members-only content. That became the seed that led to a larger retooling of the association’s online presence—a premium site called SAMPE 365 that’s a repository for video content, collaboration tools, research, and other digital assets.

    That move required some org-chart reshuffling, Locke says, as well as a cultural shift that reoriented the staff to focus on online training. “Our team had to quickly understand the value of digital education and delivering that content,” she says. “Creating content that’s now all-digital has been a culture shock because they never had to do that before. But now we’re doing it nearly every day.”

    Any shift to digital must be managed carefully, says Dan Stevens, president of WorkerBee.tv, Inc., an association digital consultancy.

    “People forget that as soon as you go digital, you have a whole new set of competitors—YouTube, Facebook, Twitter, LinkedIn,” he says. But he notes that associations have the benefit of unique content, which can be repurposed in a variety of digital forms. Presentations, for example, can be broken up for use in microlearning, podcasts, teaser videos, documentaries, and more.

    “It’s easier to start with a video to make a podcast or turn it into an article than it is to go the other way around,” Stevens says.

    No More Silos

    Making this strategy effective requires buy-in from leadership. “CEOs are used to implementing through departments, but that’s not the way to do digital transformation,” Stevens says. He recommends that associations create “transformation teams” that work across departments to “find the opportunities where friction for member engagement can be taken out and new media models can be implemented.”

    Maddie Grant concurs. “If all your innovative activity is siloed in one department, like the meetings department trying virtual conference software, none of those lessons learned about how people learn virtually gets translated to the other departments,” she says. “They’re all doing their stuff the same way they always did. That’s not digital transformation.”

    That kind of silo-busting was a key element of ISACA’s success with digital, says Qaimari.

    “We had a vertical structure—our direct-to-consumer product team, our enterprise business team, our membership team, all operating as little business units,” he says. “Being more of a functional organization forced us to be more dependent on each other. You had to be more deliberate about communication, but people realized it and did the work.”

    By Mark Athitakis. Article published by Associations Now.

  • 08 Sep 2021 12:18 PM | Sarah Gamble (Administrator)

    We know that associations have been impacted by COVID-19 in many ways. In our survey about the effects in June 2020, you told us that the event cancellations, transition to online service delivery and increased demand for information and advocacy, had significant impacts on your association and staff. And I think that if we were asked in September last year what we thought the situation would be like in August 2021, I don't think many of us would have envisioned continued wide-spread outbreaks of the virus or the ongoing restrictions and border closures!

    So, to enable us to understand the ongoing impacts of COVID-19, we want to re-examine the effects on the sector one year on, and we need your help to tell us what has happened in your association over the past twelve months. We invite you to take the Associations Matter 2021 State of the Sector COVID Impact Survey using your link below:


    Click here to enter the survey

    The survey will take 10 - 15 minutes, and the results will be held in strictest confidence. Results will be reported in aggregate, and no respondents will be identified. All completed responses will be eligible to enter a Prize Draw for Survey Matters to conduct research with your members, at no cost to your association (some conditions apply). Everyone who completes the survey can also choose to receive a free copy of the report with the full findings.

    If you have any questions, please do not hesitate to contact me on 0416 103130 or
    bmainland@surveymatters.com.au

    Thank you for your participation.

  • 03 Sep 2021 1:49 PM | Sarah Gamble (Administrator)

    Alexandria, VA USA (August 31, 2021) — Advanced Solutions International (ASI), the provider of iMIS the world’s #1 SaaS solution for associations and non-profits — and AuSAE Premium Alliance Partner announced today CIOReview magazine named the company one of the “Most Promising Microsoft Solution Providers” for 2021 and featured ASI on the cover of its August issue.  Read the article here.   

    The cover story — Advanced Solutions International (ASI):  Improving Member Engagement Through Innovation — is part of the magazine’s Microsoft Partner Edition and delves into the company’s 30-year history of helping associations and non-profits increase operational efficiency, member engagement, and financial performance. 

    ASI’s Chairman & CEO Bob Alves and Chief Technology Officer Don Robertson describe how their flagship product — the iMIS Engagement Management System (EMS)™ — harnesses the power of Microsoft Azure and is purpose-built to address the needs of non-profit organisations of all kinds.  iMIS EMS fuses database management and web publishing into a single, cloud-based system with a 360-degree view of all relevant information.

    The article includes input from the Centre for Veterinary Education (CVE) at the University of Sydney, a client that leveraged the real-time reporting capabilities and easy access to data to enhance the information and resources available to its members.  The piece also described how many organisations accelerated their cloud migration to facilitate remote work throughout the COVID-19 pandemic, using iMIS EMS to achieve their goals.

    About ASI

    Advanced Solutions International (ASI) is a leading global provider of subscription (SaaS) products and related programs and services — including iMIS EMS, the world’s #1 web-based software solution for associations and non-profits of all kinds.  Since 1991, thousands of ASI clients have grown revenue and reduced expenses by applying industry expertise, best-practice advice, and high-quality solutions. ASI’s unique global network of nearly 100 partners offers clients a full range of services to implement and support the iMIS EMS platform, along with a curated abundance of ASI and third-party add-ons meaningful to the non-profit world.

    ASI is proud to be an AuSAE Premium Alliance Partner.  Learn more at www.advsol.com/ausae.

    Also published at: https://www.advsol.com/asi/Press/2021/cioreview_asi_most_promising_ms_solution_provider.aspx

  • 03 Sep 2021 6:09 AM | Brett Jeffery, CAE (Administrator)

    Sponsored social media content is often poorly done and can result in alienated followers. The National Student Speech Language Hearing Association figured out a way to bring in revenue from sponsored posts while also maintaining content that was authentic to their audience.

    As 2020 progressed, we at the National Student Speech Language Hearing Association (NSSLHA) acknowledged that our membership numbers for the year would most likely be lower than previous years. That was primarily due to 20 percent of our membership coming from student attendance at the American Speech-Language-Hearing Association’s (ASHA) annual convention, which was canceled due to COVID-19. With that loss of dues revenue, we needed to find new opportunities to increase our nondues revenue.

    Previously, we had dipped our toes into sponsored social media content as part of promo packages for our in-person events at ASHA conventions. So, it was a no-brainer for us to expand upon these types of opportunities. Our primary goal was to create sponsored social media content that not only remained authentic to our audience and highlighted our sponsors but also kept an increase in staff workload to a minimum.

    We used two approaches to incorporate sponsorship opportunities into our social media strategy:

    1. Add sponsorships to content we were already creating.
    2. Create new content opportunities.

    Adding Sponsors to Existing Content

    The expansion of our sponsored social media opportunities started with low-hanging fruit: content we were already posting. But we needed to be careful. We didn’t want to sponsor all of our current content because it would make the NSSLHA brand feel inauthentic. We knew our members would be turned off and might disengage if they felt NSSLHA was overly commercialized. And frankly, people can spot sponsored content a mile away. Instead, we found content that could be sponsored authentically.

    Each week, NSSLHA shares “What’s This Wednesday” posts on Instagram. These Praxis prep-style questions relate to the audiology and speech-language pathology topics our student members are currently studying. To keep this content authentic, we approached potential sponsors who have expertise in these topics and found a natural fit. To acknowledge a sponsor, we added its logo to the image and tagged their Instagram account in the caption.

    We also developed a robust promo package as part of our new virtual event opportunities. Sponsor logos and website links are included in event-specific webpages; email broadcasts; monthly e-newsletters; Zoom registration and confirmation pages; social media posts on Instagram, Facebook, LinkedIn, and Twitter; and within presentation materials. While executing virtual events was new for NSSLHA, the promo packages were not. We could easily incorporate them into our workflow, which allowed us to increase the value of our virtual event opportunities.

    Developing New Social Media Content Opportunities

    Instagram is where we see our highest engagement rate, so we created a new set of sponsorship opportunities on this platform with a monthly Instagram sweepstakes. These sweepstakes allowed us and our sponsors to interact with students in a fun and engaging way when they were really struggling during the pandemic. Both NSSLHA and our sponsors saw an increase in followers and engagement. During one sweepstakes, a sponsor offered a $250 Uber Eats gift card to five winners.

    The best part? We only create Instagram sweepstakes when we have a sponsor. There’s no expectation to continue them without sponsorships, which means it’s ad hoc and there’s no overall increase in staff time on a regular basis.

    After a year and a half of incorporating more sponsored content into our social media strategy, NSSLHA was able to offset our 2020 membership dues loss. We’ve developed strong relationships with several sponsors who are ready to continue (and even increase) their financial investment in NSSLHA. Not only were we able to excel during the pandemic, but we’ve also set ourselves up for continued success for years to come.


    5 Ways to Add Sponsored Content Into Your Social Media Strategy

    • Stay authentic. Create content that stays true to your brand voice and organization’s mission and vision. Find sponsors who are a natural fit for stronger collaborations.

    • Maintain control of your content. Don’t rely on premade cookie cutter sponsor ads. You know what your audience wants. Trust your gut and provide engaging content your audience engages with.

    • Stay true to your brand. Don’t be afraid to turn down sponsorship ideas if they don’t fit your goals or brand.

    • Incorporate sponsorships into your pre-existing workflow. Look for opportunities to add sponsored content or promo packages into events or programs you’re already executing.

    • Build trusting relationships. Building trust—with sponsors and your audience—opens opportunities to experiment with new and exciting content.

    Originally posted here

  • 03 Sep 2021 6:06 AM | Brett Jeffery, CAE (Administrator)

    Boards interact differently now, but they can still easily get lost in the weeds. Two strategy experts share tips for adjusting volunteers’ perspectives.

    Volunteers may be getting better at handling remote meetings—research suggests board members are showing up more often—but some of the old challenges still apply. Chief among them are board members who have a habit of getting fixated on the operational business of the association. Are we sure that mailer for the upcoming conference doesn’t have too much blue in it? What kind of snacks are we going to have between sessions? And more, or sillier, or worse.

    In their 2021 ASAE Annual Meeting session “Stay at 50,000 Feet! Keeping Your Volunteer Leaders Focused on the Big Picture,” Nikki Golden, CAE, and Nikki Haton Shanks, CAE, strategists at Association Laboratory, will discuss some of the ways volunteer groups go astray, and offer a few possible solutions. But as they pointed out in a conversation before the session, many of the potential problems can be addressed before they reach the board. Here are five of their suggestions:

    Look at your overall volunteer structure. Unnecessary volunteer groups with no clear strategic purpose can create a culture where strategy and tactics can get tangled. “Take a look at what committees you have, and do some level of evaluation of whether or not those are the things you need volunteers for,” says Golden. “Make sure that you’re aligning your committees with your strategic goals, and they’re actually able to provide strategic direction on something.”

    Assume everybody can use a refresher. Shanks and Golden agree that orientation is too often overlooked throughout an association’s network of volunteers; staff may incorrectly assume that just because somebody has served in a volunteer role before that they grasp the distinctions between strategy and operations. Don’t make that mistake. “You really have to set in place what the board will do, what the staff will do, and how they’ll work together,” Shanks says. “I think that’s often not stressed enough. And that can be what leads the board into focusing on tactical issues if it’s not covered as part of that orientation conversation.”

    Keep the agenda strategic. Opening the floor to operational issues can swallow up precious board-meeting time in a hurry. To that end, Shanks says, board members should know from the schedule what they’re focusing on. “You’re setting up your agenda strategically so that you are able to cover the things that will lead to strategic decision making and that you have appropriate data to back up whatever decision making needs to take place. Having a good structure in place does help.” Or as Golden puts it: “Your leaders will look where you point.”

    Give boards enough operational detail to help them feel informed. Boards don’t need to know every detail about technology procurement or membership marketing. But if they feel like they’re out of the loop, they’re more inclined to obsess over those details, says Golden. So staff needs to share enough information to inform them. “A breakdown of trust is often the reason that volunteer leaders get into the tactical weeds,” Golden says. “It’s easier for them to think about tactical issues if they don’t trust that the staff has the operations under control and there’s not that discussion [from staff] of ‘Operationally, here’s what we’re doing.’”

    When in doubt, point to the strategic plan. Knowing how much information to share can be tricky. Golden suggests that the association’s strategic plan should provide the compass for what kinds of operational details need to be shared. “Use that as a guideline,” she says. “Look at what it says about what you’re trying to achieve as an organization. When you start getting further away from your overarching goals and objectives, that means you’re getting more tactical. Or just off-topic.”


    MARK ATHITAKIS

    Mark Athitakis, a contributing editor for Associations Now, has written on nonprofits, the arts, and leadership for a variety of publications. 

    Originally posted here


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